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

MAY 24, 2013

She holds the Ernest L. She is also Chair and Director of the Harvard University Advanced Leadership Initiative. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance. But note how P&G did it.

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

MAY 8, 2012

This week, Microsoft is announcing an unusual initiative that it hopes will change how the company operates: an internal fee on carbon. Pricing carbon is an excellent way to raise awareness internally before the external pressure builds. Right now, the market price of carbon is very low, so Microsoft is charging a small amount per ton.

Price 13

Price P&L White Paper Energy 13

Strategy Driven

SEPTEMBER 9, 2011

Another well-known problem is that if you are a P&L leader in a publicly traded firm, you pay dearly for missing quarterly targets and don’t get dinged at all for failing to invest in the future. Companies that will eventually be wrecked by others’ innovations are operating on autopilot.

Innovation 50

Innovation NPV Business Model Constraint 50

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. Talk about how complex marketing has become is very much in vogue, but there’s much less discussion about the operational (and diplomatic) muscle CMOs need in order to get things done.

P&L 9

P&L Banking Marketing Call Center 9

Harvard Business Review

JULY 23, 2013

The first is to get various functional silos and P&L centers sharply aligned with the specifics of customer requirements. Design "integration mechanisms" and operate them with rigor. Execution Leadership Strategy' Achieving speed and customer centricity depends on a crucial ingredient that''s often missing: integration.

P&L 8

P&L Decentralization COO Restructuring 8