Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Pursuing cost leadership versus differentiating for value. Manage costs — or add value? Leadership is changing — fast.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

AUGUST 5, 2014

To have the influence to help set business strategy for the company, CMOs need to translate customer insights into terms meaningful to senior leadership. To stitch it all together meaningfully, CMOs are increasingly expected to act as general managers with P&L or shared/shadow P&L responsibility that drive revenue growth.

P&L 9

P&L Banking Marketing Call Center 9

Lead Change Blog

OCTOBER 16, 2015

The front of the bin had it priced at $1.99. I explained it was the only one left and was loose in the bin with a price of $1.99. She called back to the plumbing department and the man who waited on me came to her register and informed her the price was $1.99 Somehow inventory had not been replenished. He was gone a while.

P&L 150

P&L Customer Intimacy Price Retail 150

Strategy Driven

DECEMBER 2, 2019

However, a company’s biggest expense doesn’t show on a P&L, at least not directly. It has to be the responsibility of every single department: human resources, training, marketing, support, sales, IT, finance, operations and, most importantly, leadership.

Company 71

Company P&L Bottom-up Advertising 71

Harvard Business Review

JANUARY 30, 2013

It consumes 20% less fuel than an equivalent 767; which, given today's increasing fuel prices and airlines' diminishing profit margins, should make it an extremely desirable aircraft. They didn't want to pay full price for the Dreamliner's development, so, they didn't — or at least, that's what they thought.

Outsourcing 8

Outsourcing P&L Airlines Price 8

Strategy Driven

FEBRUARY 1, 2013

“If I had to sum up in one word what makes a good manager, I’d say decisiveness. ” Robert P. ” Roy L. It is possible for a company and its managers to know much about certain arts and sciences without having the will to pursue them. Paul Getty. Vanderpoel. ” Lee Iacocca. ” B.

Strategy 60

Strategy P&L Strategic Planning Tactics 60

Harvard Business Review

DECEMBER 20, 2011

Coca-Cola was not alone in facing increasing costs in 2011; one of my clients, Kimberly-Clark, took an earnings hit from record pulp prices. These companies are notable victims of a new reality: resources are constrained and input prices are fundamentally rising. Watch this space. Now it's showing the way to new business models.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JULY 16, 2012

This abstract pulls out some of the key management missteps: forcing experimental new projects into P&L rigor too early; forcing new products to use Windows, even as it hampered their viability; and forcing managers to use "stack ranking," in which employee performance is graded on a curve. BONUS BITS: Longreads.

P&L 8

P&L McKinsey Comparison Price 8

Strategy Driven

SEPTEMBER 9, 2011

Yet for the small handful of companies that have managed to drive growth consistently – even through tough times – the payoff is great. In Discovery-Driven Growth , Rita McGrath and Ian MacMillan challenge what you thought you knew about managing growth. How do they do it? How can the doctor get that done?

Innovation 50

Innovation NPV Business Model Constraint 50