Strategy Driven

FEBRUARY 11, 2013

This must include customer-focused, pre-call planning as well as creating the objective, the proposed outcome, for a sales call. Attitude , The Little Green Book of Getting Your Way , The Little Platinum Book of Cha-Ching , The Little Teal Book of Trust , The Little Book of Leadership , and Social BOOM! Consider leaving a comment!

Self-aware 52

Self-aware Customer Loyalty Long-term Seminar 52

Harvard Business Review

AUGUST 17, 2017

So far in 2017, our firm, Semler Brossy, has identified 200 shareholder proposals on the environment among the Russell 3000 companies, already exceeding 2016’s total. Average investor support for such proposals has reached a new high of 29%. Four proposals received majority support, more than in the previous six years combined.

Execution 11

Execution Metrics Long-term Incentives 11

Harvard Business Review

OCTOBER 31, 2014

A few months ago, Ram Charan proposed splitting HR into two parts: one to oversee leadership and organization, and one to handle administration. Together, they understand labor market trends and instructional design, which can inform a company’s strategy to “build” or “buy” talent. That was a useful conversation starter.

Human Capital 14

Human Capital Charan Human Resources Cost 14

Harvard Business Review

DECEMBER 28, 2017

This is promising for a market formerly dubbed the “breadbasket of Africa.” ” Once one of Africa’s most developed markets – with a solid education system, good infrastructure, and a relatively large middle class – decades of mismanagement have cost Zimbabwe. Years of economic mismanagement.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

MAY 21, 2014

To that end, Diebold recruited a new CEO in 2013, Andy W. Sandy Ogg, an operating partner in Blackstone’s Private Equity Group, had previously served as a senior vice president for leadership and learning at Motorola and chief human resource officer at Unilever. How Samsung Gets Innovations to Market. An HBR Insight Center.

Innovation 8

Innovation Committee Charan Technology 8

Harvard Business Review

NOVEMBER 15, 2013

in 1999 with the dream of: “changing people’s lives with science and technology” — and then he delivered this in a big way, becoming probably the richest person in China, and the only Chinese member of Forbes ’ “top 12 most powerful entrepreneurs for 2013”. . billion business after two years.

Entrepreneur 8

Entrepreneur Proposal Stage-Gate Disruptive Innovation 8

Harvard Business Review

FEBRUARY 24, 2014

A strong and growing body of research shows that diversity on teams — especially at the leadership and decision-making levels — drives greater marketplace innovation and profitability. economy that American companies compete successfully in foreign markets. in the fourth quarter of 2013. in the fourth quarter of 2013.

Diversity 8

Diversity Globalization Competitive Intelligence Competitive Advantage 8

Harvard Business Review

JULY 29, 2014

While my colleagues and I vehemently agree that HR’s status quo is an inhibitor to growth, it is with the same fervor that we disagree with Ram’s proposed solution. Break up a strategic function in response to underperformance in the wake of severe market disruptions? And HR’s credibility deficit doesn’t help the matter.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

OCTOBER 11, 2013

By 2013, we had honored Jack Dorsey of Twitter, Garrett Camp of Uber, famed choreographer Twyla Tharp, and Gangnam style pop artist Psy. Rarely have I had that kind of immediate trust and social currency when proposing something new. Celine Schillinger sought to change the leadership landscape of Sanofi, a major pharmaceutical company.

Innovation 11

Innovation Christensen Decisionmaking CTO 11

Harvard Business Review

JANUARY 21, 2014

More than 200 activist-investor initiatives hit companies in 2013, a seven-fold increase over a decade earlier. Contrary to the adverse experience of some governing boards, activist investors can actually prove to be a leadership asset on the board rather than a disruptive force—providing the boardroom is well-managed and led.

Hostile Takeover 8

Hostile Takeover Chief Financial Officer Due Diligence Charan 8

Harvard Business Review

JUNE 24, 2015

To address the combined challenge of increased dynamism and diversity of business environments as well as the proliferation of approaches, we propose a unifying choice framework: the strategy palette. In a visionary setting, firms win by being the first to create a new market or to disrupt an existing one.

Strategy 8

Strategy Competitive Advantage Environment Execution 8