Harvard Business Review

JULY 15, 2015

Getting the company back on its feet required a major boost in operating efficiency. We succeeded, but by 2013 we worried that we had taken our focus on results too far. We still need strong operational results if we are going to stay competitive. We asked ourselves: What could we do differently?

Resistance 8

Resistance Long-term Short-term Self-aware 8

Harvard Business Review

DECEMBER 31, 2015

They saw it as an opportunity to completely transform the operation to improve care and the patient experience and to lower costs. To that end, they decided to have a team study how care is delivered, identify the barriers to smooth operations, and fix the barriers. It was fully integrated into emergency room operations at St.

Technology 8

Technology Mayo Health Care Engineering 8

Harvard Business Review

MAY 21, 2014

All that is true, or least should be so, but companies are also forever having to reinvent themselves — IBM, Nucor, and Wipro bear only the faintest resemblance to their founding forms — and boards ought to be at the forefront of those transformations, not rearguard or resistant. To that end, Diebold recruited a new CEO in 2013, Andy W.

Innovation 8

Innovation Committee Charan Technology 8

Harvard Business Review

JANUARY 29, 2015

” Jennifer Waldo , Head of Global Human Resources, GE Software Center, was at the epicenter of GE’s recruiting challenge. ” To hit the aggressive growth targets (750 by the end of 2013 and 1000 by November 2014) Waldo had to rewrite some GE rules. We grew faster than we thought we would.

Software 8

Software Six Sigma Insourcing P&L 8