Strategy Driven

DECEMBER 23, 2013

Investing in research and development helps to establish this culture and ensure the company will remain ahead of the curve. This type of progressive workplace culture nurtures loyalty to the company – especially in younger employees. Socially responsible companies have also been shown to develop greater employee pride.

Organization 58

Organization Open-book Innovation Technology 58

Harvard Business Review

OCTOBER 21, 2016

Managing risks therefore requires making investment decisions today for longer-term capacity building and developing adaptive strategies. billion in mining projects since 2010. Building Customer Loyalty. “Stranded assets” are investments that become obsolete due to regulatory, environmental, or market constraints.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Eric Jacobson

MARCH 25, 2014

Engineering in November 2013. Daniels recently shared his insights on leadership with me : Question : As you move from Project Manager to Vice President, what do you plan to do the same, and do differently, from a management standpoint? Daniels : Several project management skills translate to skills indicative of a Vice President.

Engineering 56

Engineering Servant Leader Learning-by-Doing Skills 56

Harvard Business Review

SEPTEMBER 29, 2015

“There’s usually a trigger event,” such as getting turned down for a promotion or having a project postponed, that makes other options suddenly more attractive. Perhaps allowing the employee to work a flexible schedule, work on different projects, or work more from home is enough to retain them.

Case Study 8

Case Study Learning-by-Doing Team Long-term 8

Harvard Business Review

NOVEMBER 25, 2013

Just 36 percent of CMOs, for example, have quantitatively proven the short-term impact of marketing spend, according to the 2013 CMO Survey (and for demonstrating long-term impact, that figure drops to 32 percent). Moreover, the previous year’s survey showed that 63 percent of projects do not use analytics to inform marketing decisions.

CFO 8

CFO Short-term Long-term Benchmarking 8

Strategy Driven

SEPTEMBER 6, 2013

Business development. There are three key ingredients in developing deep leadership roots. The evolution, education, enrichment, professional development, training and life experiences that one amasses. A body of pleasurable and memorable experiences from which customers will build brand loyalty. Running the business.

Long-term 56

Long-term Budgeting Quality Consultative 56