Harvard Business Review

SEPTEMBER 13, 2012

After all, sales experience feeds the types of line jobs — where individuals have P&L accountability — that are a pipeline to the C-suite. Selling needs to be a part of every woman's career tool kit. And that is where women are at a disadvantage.

P&L 16

P&L McKinsey Consensus Committee 16

Harvard Business Review

JULY 2, 2012

McKinsey & Co. Just as important, setting aggressive profit targets for managers with P&L responsibilities — who otherwise might not be interested in pricing — provides an extra incentive for them to focus on pricing as a means to reach their goals. Second, small changes in price can lead to big profits.

Price 14

Price Strategy P&L Incentives 14

First Friday Book Synopsis

DECEMBER 2, 2012

Austin, Richard L. I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Complete Executive Karen Wright Harder Than I Thought Robert D. Nolan, and Shannon O’Donnell HR Strategic Project Management SPOMP Leon M. Hielkema INTERVIEWS Matthew E. May: Second Interview, Part 1, by Bob [.].

Blog 89

Blog Project Review Execution 89

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Don’t Get Trapped in Your P&L. That’s quite a mismatch. Here are four things leaders can do.

Innovation 8

Innovation P&L ROI Long-term 8

First Friday Book Synopsis

NOVEMBER 11, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field Mike Michalowicz HBR Guide to Persuasive Presentations Nancy Duarte Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher [.].

Blog 85

Blog Review Planning Books 85

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

Harvard Business Review

APRIL 2, 2013

These two challenges are at the heart of the Leaders Everywhere Challenge, the next stage of the HBR/McKinsey Management Prize. Push down P&L responsibility and give lower level employees a lot more decision-making autonomy.

P&L 8

P&L Supply Chain Bottom-up McKinsey 8