Terry Starbucker

NOVEMBER 1, 2009

People vs. Process - It’s as simple as this: a process is only as good as the people executing it. Focus on the people first, and while you’re at it, make sure your charges truly understand the context and purpose behind the processes. For me the people/process dimension works two ways. SURESHKUMAR.S

Leadership 337

Leadership How To Blog Learning-by-Doing 337

Strategy Driven

JANUARY 24, 2011

Execution Gap Maker #2: Nokia Nokia’s share of the worldwide market for mobile phones continued to slip in 2010. Why was this once-dominant player unable to execute and maintain its market position? This is a book for the times we live in—and one that for many companies could mean the difference between success and failure.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. This can disrupt a firm’s ability to operate on schedule and budget. “Stranded assets” are investments that become obsolete due to regulatory, environmental, or market constraints.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

NOVEMBER 22, 2012

including CNOOC's attempt to purchase Unocal in 2005 and Huawei's attempt to buy 3Leaf Systems in 2011. That's precisely why seasoned acquirers like Cisco, GE, Siemens, and Johnson & Johnson have strong processes to enforce discipline throughout their acquisition process and can kill as many potential deals as they make.

Due Diligence 15

Due Diligence Strategic Planning Politics Bottom-up 15

Harvard Business Review

JANUARY 10, 2012

HR has helped the organization absorb more than 125 acquisitions since 2000 , and integrate globally, saving $6 billion since 2005. Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. HR reinvented the way it trained and developed talent.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

NOVEMBER 20, 2018

For one thing, in an era when trust in traditional sources has eroded — in government, media, and in companies and the marketing they employ — word-of-mouth from trusted peers wields greater clout than ever. Around 2005, marketing became a bigger force driving growth. That’s no longer true.

B2C 11

B2C Energy Marketing B2B 11

Harvard Business Review

MAY 16, 2012

In 2005, HP split off the printer business from the personal computer business, dissolved the Customer Solutions Group (CSG) which was a sales and marketing organization that cut across product categories, and pushed selling responsibilities down to the product business units. But that remains to be seen. Unreasonably so.

Productivity 8

Productivity Products Organization Sharpe 8

Harvard Business Review

MARCH 31, 2011

Marketing groups like to think of themselves as technically savvy and feel a need to prove it. Does it improve the process for the customer or just the company? Tesco in the UK pioneered an RFID-based approach to checkout in 2005. While the technology is new to the market, early results are very promising.

Technology 13

Technology Cost Discount ROI 13

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

APRIL 22, 2014

Like a shopper in a flea market, it is quite easy for a CEO at a midsized company to get distracted by sexy deals. When Lyndon Faulkner joined as CEO in 2005, he felt the then-$80 million firm had to make acquisitions to grow. Midmarket investment bankers love to shop potential acquisitions to their CEO clients.

Company 8

Company Due Diligence CEO Consultative 8

Harvard Business Review

SEPTEMBER 17, 2015

Improving value can only happen when providers align the focus of their clinical teams and their market strategy on achieving excellent outcomes, and in turn invest the resources to measure and report them. In 2005, when Prof. Unfortunately, most quality measurement has focused narrowly on complying with evidenced-based processes.

Health Care 8

Health Care Fraser Price Compliance 8

Harvard Business Review

JUNE 2, 2015

He also emphasized in a 1999 book that “the wrong structure can doom all other market-driven initiatives in the organization to failure.” Moreover, customer-centric firms that operated in highly competitive markets had 69% lower performance, compared with product-centric peers. In his 2006 survey of U.S.

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

SEPTEMBER 4, 2017

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. Managed by Q, a cleaning and office services company in New York City, decided to pay employees higher wages than the prevailing market rate. And wages are stagnant.

Human Capital 13

Human Capital Kaizen Agility Energy 13

Harvard Business Review

JUNE 13, 2012

In 2005, Dimon hired Ina Drew to head the company's Chief Investment Office, the unit responsible for the bank's risk exposure. At a meeting on April 8, Drew assured Dimon and the operating committee of JPMorgan that the trades were being well managed and would work out. And few people foresaw that the U.S.

Banking 9

Banking Kahneman Document Simon 9

Harvard Business Review

OCTOBER 15, 2012

military leaders realized we were fighting a type of enemy that would require fundamental changes in operations and strategy. This requires involving customers and transforming strategy, relationships, and processes, both inside and outside the organization. The "super-empowered" label was originally applied to terrorists.

Brand 15

Brand PR Strategy Politics 15

Harvard Business Review

MARCH 8, 2013

Consider the story of the Business Transformation Agency of the Department of Defense, which was founded in 2005 under Defense Secretary Rumsfeld, and "disestablished" in 2011 by Defense Secretary Gates. Under Rossotti's guidance, the IRS reorganized from a geographic structure to four new customer-oriented operating divisions.

Bureaucracy 8

Bureaucracy Innovation Supply Chain Long-term 8

Harvard Business Review

JUNE 11, 2015

The EU has spent twenty years trying to create the kind of market conditions needed for explosive growth seen elsewhere in the digital economy. ” Hiring and firing is a relatively easy process for both sides (with notable exceptions for discrimination based on age, race, and gender). So far, nothing has worked. And quickly.

Policies 8

Policies Offshoring Engineering Incubator 8

Harvard Business Review

SEPTEMBER 14, 2011

Dr Reddy's plan is to leverage Chirotech's scientific capabilities to optimize drug development processes, thus lowering manufacturing costs and speeding time-to-market. In recent years, Indian firms such as Dr Reddy's have also started globalizing their R&D footprint by moving into Western markets. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

OCTOBER 16, 2015

Employers can readily apply market forces and supply-chain tools to improve the performance of both. Some large employers are doing this: They have used their purchasing power to engage their major providers and health plans to join them in a collaborative process aimed at eliminating waste. Insight Center. Purchase quality.

Health Care 8

Health Care Supply Chain Incentives Quality 8

Harvard Business Review

FEBRUARY 18, 2014

For one thing, thanks to a long history of exclusive municipal franchising regulations that didn’t end until 1992, the two companies don’t overlap in any market—TWC customers will become Comcast customers (and get arguably better technology and service in the process), but no local market will see a decline in the number of competitors.

Technology 8

Technology Content Information Technology Franchising 8

Harvard Business Review

MAY 30, 2016

Many firms operating brick and mortar stores are in trouble. Creative retailers are using the new technologies to innovate just about everything stores do from managing inventory, to marketing, to getting paid. Retail reinvention is not a simple process, and it’s also not happening on what used to be called “Internet Time.”

Retail 8

Retail Real Estate B2B CFO 8

Harvard Business Review

JUNE 13, 2014

Historically, corporate Goliaths have taken one of two approaches to this kind of upstart competition—try to muscle them out of the market or bring them into the fold through acquisition. In 2005, McKesson invested in a David called RelayHealth that was in the connectivity business before connectivity was hot.

Health Care 8

Health Care Innovation Airlines Retail 8

Harvard Business Review

FEBRUARY 22, 2012

While social stuff is often associated with marketing or customer service, social can affect every part of the business model , including how we organize. The seven full time employees form a nucleus, or core group to handle program management, operations, and communications. And that would be interesting enough.

Participative 15

Participative Decentralization Globalization Cost Center 15

Harvard Business Review

OCTOBER 23, 2015

In 2005, the Centers for Medicare and Medicaid Services (CMS) launched Hospital Compare , which publicized data on hospitals’ compliance with process-of-care metrics (for instance, whether a patient with pneumonia received the correct type of antibiotic, according to the medical evidence).

Health Care 8

Health Care Trends Report Metrics 8

Harvard Business Review

MAY 15, 2014

When a Walmart lawyer in Mexico blew the whistle in 2005, senior officers both in Mexico and in the United States allegedly stopped two different efforts by other Walmart employees at headquarters to conduct a thorough and independent inquiry. This step aims to bring appropriate expertise (e.g.

Compliance 8

Compliance Committee Globalization CEO 8

Harvard Business Review

DECEMBER 25, 2013

Bush took over American Express’s far-flung service operations in 2005. That kind of viral marketing would be invaluable in setting American Express apart from rivals and would power the company’s growth and profits. Jim Bush had a different idea, which I have now come to call “Leading by Letting Go.”

Call Center 8

Call Center Attrition Cost Center Learning-by-Doing 8

Harvard Business Review

FEBRUARY 17, 2012

While interning in Mozambique in 2005 for the one-person (!) Because the "unmentionable" subject of menstruation is taboo, the market failure — supplying cheaper pads — had never received the attention it deserved. They then approached MIT to partner on enhancing the process to make it more absorbent.

Franchising 13

Franchising CEO GDP Entrepreneur 13

Harvard Business Review

MAY 20, 2016

To support Adobe’s analytical and data-driven culture, we worked closely with their real estate team, which collects and analyzes data about their workspaces, and got feedback from employees on the seven attributes above as a key part of planning process. Since its 2005 founding, the marketing company had grown to over 1,100 employees.

Maturity 9

Maturity Real Estate Survey Project 9

Harvard Business Review

APRIL 12, 2013

Such leaders understand that a push to undertake a new strategy or to redirect operational performance depends pivotally on how well they communicate with employees. In 2008, the coffee chain was struggling to maintain its market position and to ward off a growing set of competitive threats. Consider the example of Starbucks.

Company 8

Company Video CEO Crisis 8

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. They must try to use the collective intelligence of all their employees to improve products, services, and processes.

Cooper 15

Cooper Objective Short-term Incentives 15

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. They must try to use the collective intelligence of all their employees to improve products, services, and processes.

Cooper 8

Cooper Objective Short-term Incentives 8

Harvard Business Review

JUNE 29, 2017

The process was said to protect against “etheric bedlam,” as a navy report warned, or a “cacaphony of competing voices,” as the Supreme Court later described, and misspelled, it. Homogenized content, with far less diversity than an open market would support, was the result. Armstrong’s Killer App.

Armstrong 8

Armstrong Wireless Succession Licensing 8

Harvard Business Review

FEBRUARY 27, 2017

In a study of nearly 250 manufacturers over a 10-year period (2005–2015), we found that 78% of firms had improved their ability to fill their total actual market demand but had lost control over costs. All kinds of companies had failed at operational flexibility. Hardly a desirable position.

Automotive 8

Automotive Operations Efficiency Cost 8

Harvard Business Review

FEBRUARY 3, 2015

As these managers start to concern themselves with broad strategic issues and organizational change processes, lateral relationships with people outside their immediate area become even more critical to the manag­ers’ ability to get things done. 2 (2005): 447–504. Learn more about your market value.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

JUNE 6, 2017

As we define it, scaling is the process of expanding primary care services to serve more people , with the aim of increasing health impact. Primary care delivery faces additional challenges for scaling because it operates on thin margins, often is not highly valued by patients, and has difficulty attracting trained providers.

Development 8

Development Health Care Operations Franchising 8

Harvard Business Review

NOVEMBER 20, 2017

Too many companies still follow a “Plan-then-Do” approach to strategy: The organization works tirelessly to create its best forecasts about the future market and competitive landscape. Strategy development at Dell is no longer a batch process tied to some planning calendar; it is a continuous process. Take Google.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

MAY 4, 2017

How can we create $12 trillion a year in market opportunities by 2030? But a recent report concludes that meeting the goals in just four out of 60 sectors (food and agriculture, cities, energy and materials, and health and wellbeing) could indeed open up market opportunities worth up to $12 trillion a year in less than 15 years.

Chemicals 10

Chemicals Long-term Business Model Bottom-up 10