Harvard Business Review

MARCH 18, 2016

Far from drinking the company Kool-Aid, they had an understanding of why and how the company had to change to deal with new opportunities and challenges posed by changing markets and technology. Fields spent nearly a decade overseas learning how to compete with leaders in the industry in their markets.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

AUGUST 9, 2018

As one of my clients was going through a series of organizational changes, a valued middle manager reacted negatively in each town hall, asking inappropriately detailed questions as if it was a game of “gotcha,” to show that the ramifications hadn’t been fully considered.

Team 14

Team How To Planning Follow-up 14

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing. Don't get me wrong.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

DECEMBER 9, 2015

For example, before performing every operation the surgical team should conduct a “time-out” 100% of the time to ensure that everyone agrees that they are operating on the correct patient and are performing the correct procedure on the right site and that any questions or concerns that any team member might have are addressed. (I

Health Care 8

Health Care Benchmarking Process Operations 8

Harvard Business Review

FEBRUARY 8, 2016

” Middle management wasn’t free from trouble, either. Jobs that had been used as a training ground to groom the next generation of leaders were transformed by the introduction of EDP. ” As a result, top talent left rather than risk stalling their careers.

Technology 8

Technology Decentralization Short-term Middle Management 8

Harvard Business Review

SEPTEMBER 27, 2012

Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash. Middle managers were confused about what to do, and many pushed their local agendas at the expense of the company's overall best interests. The team decided to adopt a simple-rules approach to the work ahead.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

JANUARY 28, 2016

The decision to venture away from traditional staffing models and invest in greater dependence on agile talent is, of course, made by senior management. But effective implementation falls, not surprisingly, to middle managers. Manage the politics. Think of talent as partners, not clients.

Management 8

Management Agility Middle Management After Action Review 8

Skip Prichard

JULY 15, 2019

Because if the repair shop had bothered to train and trust the mechanic on more than just technical skills—e.g., Bringing a new prescription drug to market, for example, now costs nearly $2.6 Even a simpler product like the SpinBrush, which entered the market priced at $5 each, required an upfront investment of $1.5

How To 77

How To Middle Management Innovation Technology 77

Harvard Business Review

JANUARY 7, 2011

These companies kept top-management attention on critical processes and KPIs. Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% There were few role models and little time for training. And they succeeded wildly.

Process 15

Process Champy Competitive Advantage Hammer 15