N2Growth Blog

AUGUST 22, 2010

If your CFO handles all communications with your banking relationships, and your Chief Investment Officer handles all of your investor relations, you’re flat out missing the boat. Copyright/Legal Privacy Resources Sitemap N2Growth Blog © Copyright 2010 N2Growth. Our Freedom. All Rights Reserved

Blog 417

Blog Gordon CEO Consultative 417

Lead on Purpose

JULY 10, 2009

You need people who focus on getting the right products to the right market at the right time. Successful companies establish a product management/marketing role (or group), empower them with the ability to make decisions, and hold them accountable for their actions. Creating compelling products comes back to the people.

Succession 133

Succession CFO Ethics Taylorism 133

Mills Scofield

NOVEMBER 18, 2011

There is a big difference between “knowing that you can” and “deciding that you want to” and at Bettcher we use a toll gate product development process fashioned after Robert Cooper’s StageGate process. So into the “Scoping” stage we go and the learning begins. Million; not big, but interesting.

Succession 70

Succession Industry Stage-Gate CFO 70

Harvard Business Review

JULY 17, 2014

When Raja Rajamannar became CMO of MasterCard Worldwide in 2013, he moved quickly to transform how the credit card giant measures marketing. But the real power and full potential of data was not being fully realized by marketing. As an ingredient brand, Intel often struggled to link marketing to P&L impact. Inside Intel.

Finance 12

Finance Marketing P&L ROI 12

Harvard Business Review

OCTOBER 15, 2013

People and Organization : In late 2010, GE CEO Jeff Immelt decided to give country managers P&L responsibility for all of GE in their countries and have them report to vice chairman John Rice, who would be stationed in Hong Kong. It was the first time a vice chair would be based in an emerging market.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

FEBRUARY 20, 2013

A 2010 IBM survey found that 79% of global chief executives foresaw "high or very high complexity" over the next five years, but only 49% felt their organization was prepared to handle it. They too have struggled to operate in complex environments, and have developed the skills and expertise to overcome these challenges.

Entrepreneur 8

Entrepreneur Company Six Sigma Franchising 8

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

MARCH 17, 2011

In the decades since Deng Xiaoping instituted market reform, millions of women have profitably followed Deng's dictate that "to get rich is glorious." Half of the 14 billionaires on Forbes magazine's 2010 list of the world's richest self-made women are from mainland China. This post was co-authored with Ripa Rashid. The payoff?

Survey 14

Survey Policies Globalization CFO 14

Harvard Business Review

OCTOBER 11, 2011

Instead, companies must make fundamental changes to the way they work — how they market and sell, handle orders, bill for those orders, manufacture and distribute their goods, and serve customers after the sale. Consider ThedaCare , a healthcare system in Wisconsin, which eliminated its budgeting process in 2010.

Budgeting 11

Budgeting Chief Financial Officer Cost CFO 11

Harvard Business Review

JUNE 20, 2011

The former creates efficiencies and propels markets; the latter drives creativity and innovation. Maybe, as a start, we ought to describe peopley stuff in more economic language, by putting it in some context that will help our CFO and engineering friends better understand how things relate to one another. Or: S = (PT) C.

Succession 15

Succession CFO Collins Bottom-up 15

Harvard Business Review

MAY 14, 2015

This oft-heard defense of buybacks is clearly hollow: Once a CEO or CFO makes this claim, the company cannot sell the stock at a higher price for the benefit of the corporate treasury without signaling to traders that the stock is now over valued, something that no top executive would want to do. million in 2014 to a high of $12.6

Price 8

Price Franchising Short-term CFO 8