Harvard Business Review

OCTOBER 15, 2013

While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. How P&G Presents Data to Decision Makers. High Stakes Decision Making An HBR Insight Center.

P&L 8

P&L Fixed Assets Charan Delegation 8

In the CEO Afterlife

AUGUST 6, 2013

I remain impressed with the ongoing success of P&G, L’Oreal, Nike, Whole Foods, Pernod Ricard, Apple, and Starbucks. With the exception of niche, specialty, and some consumer technology markets, I see less and less of this in big business. Wouldn’t you expect more innovation? Some companies brand exceedingly well.

Brand 260

Brand P&L Human Resources Brand Management 260

Harvard Business Review

JULY 10, 2012

These are the executives who run discrete businesses and control all of the resources associated with them. Two decades ago, organizations were designed around stand-alone business units, so all managers had to understand finance, technology, manufacturing, sales, marketing, strategy, human resources, and more.

Management 14

Management P&L Incubator Finance 14

Harvard Business Review

MAY 25, 2018

The term “frictionless commerce” is widely used to describe how digital technologies are blending product purchases seamlessly into consumers’ daily lives. Strategically redirect resources away from understanding channels toward deeper understanding of consumers. Image Source/Getty Images. Tap influence.

Disintermediation 8

Disintermediation Mass Marketing Retail Brand 8

Harvard Business Review

AUGUST 5, 2014

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. Says Abi Comber, Head of Marketing for British Airways: “Having P&L responsibility is incredibly powerful.

P&L 10

P&L Banking Marketing Call Center 10

Harvard Business Review

MAY 24, 2013

She holds the Ernest L. 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. Why is P&G making this move, now? P&G is in the midst of a major restructuring, and has laid off thousands of people.

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

MARCH 12, 2012

Companies such as GE, Deere & Company, P&G, PepsiCo, Unilever, and Nestle already get it, and have a huge jump on their competitors, bringing their emerging market innovations "back home" to their home markets. Most, if not all, of the people and resources dedicated to reverse innovation efforts must be based and managed in the local market.

Glocalization 11

Glocalization Mass Marketing P&L Globalization 11

Harvard Business Review

AUGUST 25, 2014

But the disconnect between sales and strategy (in this case, a lack of strategy to deal with a technology that is redefining the market and customer behavior) is the hidden subtext of the book. Companies tend to do plans by P&L unit, even when Sales (for good reasons) sells across those units. What’s the problem?

Strategy 12

Strategy P&L TQM Strategic Planning 12

Strategy Driven

DECEMBER 2, 2019

Technology has provided us with unprecedented advances, information, knowledge, instant access and entertainment. While there’s no denying that technology has amazing advantages to make it easier for the customer in most cases. However, a company’s biggest expense doesn’t show on a P&L, at least not directly.

Company 73

Company P&L Bottom-up Advertising 73

Harvard Business Review

JANUARY 18, 2012

He was comfortable making smart bets to position IBM for decades-long growth, such as creating the Emerging Business Organization to incubate new businesses and shield them from P&L pressures. Palmisano believes the technology industry requires "a high-performance, in-your-face, speak-your-mind culture." Directness.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Who has P&L authority? Aligning the big picture with the day-to-day. It includes accountabilities. None of these are easy questions.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

MAY 6, 2015

P&L impact or other financial impact. ” Putting a number on that understanding of new markets and technologies — whether it makes sense for one’s employer to enter them, and how — is difficult. The five most commonly used metrics were: Revenue generated by new products. stage to the next.

Metrics 8

Metrics Innovation Company Stage-Gate 8

Ask Atma

MAY 20, 2012

This is quite challenging as it either never feels like there is enough time to dedicate to learning or it feels like an unproductive use of available resources. E.g. take a team of developers to tour an abattoir, take the human resource team to a museum exhibit on ancient Egypt, or take legal on an outing to a flower show.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

SEPTEMBER 21, 2016

These struggles can lead to serious gaps between the resources allocated to security and the actual support needed to properly protect corporate and customer information. After all, hackers have P&L sheets too. For example, it’s still common for consumers to reuse passwords for multiple online services.

Team 8

Team P&L Engineering Cost 8

Harvard Business Review

JANUARY 29, 2015

In a departure from GE’s traditional control systems, the Center was not set up as its own business unit with its own P&L, but rather was funded by a $1 billion investment by Jeff Immelt and became part of GE Global Research. It also required us to amend our compensation practices to be competitive in the technology space.”

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JANUARY 23, 2015

They are about technology and its dynamics, about a company’s strengths and weaknesses.” In addition to what a company is paid for, “these assumptions are about markets. They are about identifying customers and competitors, their values and behavior.

Business Model 8

Business Model Drucker Christensen P&L 8

Rajesh Setty

NOVEMBER 16, 2008

For a technology person to succeed, the coding skills are only a beginning. I was hooked on the book as soone as I saw your nine L's in the table of contents. Best, Raj Manohar P Thanks a ton, Rajesh! Its even 100% free! Rajesh Setty Entrepreneur. Speaker Bringing Ideas To Life. They are like an entry ticket to the park.

Download 28

Download Licensing Software Open-book 28

Harvard Business Review

DECEMBER 20, 2011

From relentless demand for resources to bamboo-like 9% growth to vicious competition for the technologies and industries of the future, China will be the big story for a long time. These companies are notable victims of a new reality: resources are constrained and input prices are fundamentally rising. China, China, and China.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JANUARY 3, 2014

Candidates also look at firm resources likely to help a new executive succeed and deal effectively with clients, notably the brand, the firm’s reputation, and its external relationships. Is it “a step up in responsibility—either in P&L size, geographic footprint, increased portfolio, etc.?” People and culture.

Reputation 12

Reputation Consultative P&L Execution 12

Tanveer Naseer

NOVEMBER 26, 2013

One of the key faults found in all these discussions on the differences between Millennials and the other generational cohorts is that they often differentiate generational values with respect to technological differences – in particular, differences in usage – as opposed to sociological ones. & Rubin I.M. & Coulon, L.

P&L 243

P&L Fraser Motivation Organizational Behavior 243

Harvard Business Review

DECEMBER 13, 2016

In order to allocate funds for innovation initiatives, Atrius Health’s leaders created a new department with its own P&L. Allocate resources for rapid prototyping and testing. The innovation and operations teams must work together and negotiate the use of these resources. Establish an innovation center.

Health Care 8

Health Care Innovation Insurance P&L 8

Harvard Business Review

DECEMBER 18, 2012

Some parts of the agenda — eco-efficiency and resource conservation for example — are widely accepted now, and it's rare to find a big-company CEO who doesn't have sustainability on his or her radar. Keeping the apparel theme, um, running, check out Nike's new shoe with FlyKnit technology. In the U.S.,

Supply Chain 10

Supply Chain Constraint P&L Energy 10