In the CEO Afterlife

SEPTEMBER 3, 2012

When it comes to belt-tightening, the astute CEO will target those areas or projects that don’t detract from the vision/strategy or the company’s competitive differentiation. CEO’s justify across-the-board cuts because they think it is fair. It may be, but it isn’t smart. But, these blips have a way of separating leaders from followers.

Short-term 232

Short-term Long-term Advertising Hammer 232

Harvard Business Review

DECEMBER 4, 2017

Learn about the future economy project. Harvard Business Review interviewed the CEOs and other business leaders who signed up to the Future Economy Project, our initiative spotlighting businesses’ sustainability agendas. The result will be innovation. A roundtable conversation with our advisers.

Project 8

Project Advice Henderson Short-term 8

Harvard Business Review

APRIL 7, 2016

Or, as it turns out, even the vicinity of 1455 Market Street, the address of Uber’s San Francisco headquarters. Following are three such innovative approaches for connecting with top talent. ” In his family’s living room, his proud parents give him his “grandpappy’s” giant hammer.

Marketing 8

Marketing Strategy Hammer Media 8

Harvard Business Review

JUNE 10, 2011

The firm then tasked each employee with a specific project to cut costs, armed with their tools and training. They like the notion of using experienced improvement experts (internal or external) to drive projects with short ramp-ups and delivery times. However, the push approach comes with complications.

Six Sigma 15

Six Sigma Bottom-up Cost Project 15

Harvard Business Review

JANUARY 11, 2017

The companies that are most vocal about environmental and social issues tend to be big, mass-market brands — well-known retailers , consumer products giants , and tech firms that are telling a new story to consumers who increasingly care about sustainability. I’ll then discuss some of LVMH’s challenges.

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

FEBRUARY 1, 2013

I've worked with a wide range of clients as a consultant and have seen too many companies hire employees they thought were top talent, only to watch them spend company time on personal passions and then walk out the door when their side projects were ready to launch. Have they, perhaps, left off the CV some venture gone astray?

Entrepreneur 9

Entrepreneur Incentives Hammer Project 9

Harvard Business Review

MARCH 21, 2011

But because we failed to hammer out exactly how we would operate (including our respective roles and responsibilities), infighting distracted from operating, cash became a concern, and the business slowly, then quickly, imploded. As we moved from idea to execution, I asked another friend to take a key role in the project.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14