Strategy Driven

APRIL 7, 2013

Improving Business Operation Performance With Innovations. Learn how using analytics to guide a business operations function is the path to continuous improvement and achieving higher operational performance. Arguably no technology is changing job functions within organizations more than analytics. All rights reserved.

Operations 50

Operations Resources Innovation ROI 50

Great Leadership By Dan

JANUARY 23, 2014

These individuals probably have some history of working together but they also operate with the same obstructed viewpoint. Therefore, organizations are increasingly looking to cross-functional teams to address seemingly intractable problems within the organization. I could not agree more.

Leadership 285

Leadership Kotter Consensus Diversity 285

Strategy Driven

JANUARY 7, 2013

StrategyDriven Enterprises, LLC launches StrategyDriven Advisory Services, a management consulting firm dedicated to helping executives and managers define organizational needs and develop and manage the complex, mission critical projects needed to improve operational effectiveness and lower costs in response to today’s most pressing challenges.

Operations 50

Operations Chief Executive Officer Uncertainty Strategic Planning 50

Great Leadership By Dan

JANUARY 9, 2014

At the same time, the advent of new ground breaking technologies such as electricity and motorization – today we would call them disruptive – allowed the estates to operate with significantly less staff. It makes for a great dramatic series, but when it happens to the organization that you’re a part of, it’s much less entertaining.

Competitive Advantage 267

Competitive Advantage Resistance Business Model Consensus 267

Leading Blog

DECEMBER 25, 2014

We must be creative and innovative in our organizations but perhaps more importantly, in working on ourselves. Learn or Die : Using Science to Build a Leading-Edge Learning Organization by Edward D. Learn or Die : Using Science to Build a Leading-Edge Learning Organization by Edward D. A S LEADERS we must learn and grow.

Books 285

Books Wiseman Kotter Leadership 285

Leading Blog

FEBRUARY 19, 2014

But far more important than heroic reputations are the values these captains of industry personified and instilled within their organizations. It was there that I first became fascinated with the question “what makes a successful organization.” The younger workforce presents challenges as well. Eich , Ph.D. General Business'

Decentralization 284

Decentralization Organizational Behavior Short-term Public Relations 284

Great Leadership By Dan

MAY 16, 2013

Guest post from Phil Buckley : Most leaders will lead their organizations through multiple big change projects. Constant change is a business reality and organizations must continually adapt to their environments to stay competitive or risk losing relevance and becoming obsolete.

Project 257

Project Learning-by-Doing Skills Environment 257

N2Growth Blog

NOVEMBER 26, 2018

90% of leaders think an engagement strategy is important while only 25% of organizations have one (ACCOR). Research by Gallup, as reported in The State of the American Workplace in 2013, discovered that roughly 70% of workers were disengaged. Beth (name changed) is a senior leader at one of our client organizations.

Leadership Development 259

Leadership Development Development Leadership Self-aware 259

Strategy Driven

DECEMBER 23, 2013

Over the past two decades, technology has advanced exponentially; and with that burgeoning growth, IT organizations have seen tremendous expansion. As the IT industry continues to evolve, the question becomes more relevant: how does one build an IT organization that is both impactful and lasting?

Organization 58

Organization Open-book Innovation Technology 58

Tanveer Naseer

NOVEMBER 26, 2013

When it comes to discussions on the various challenges leaders need to address in today’s fast-changing global economy, there’s one topic that merits a proper assessment as to whether or not it’s really an issue for today’s organizations.

P&L 243

P&L Fraser Motivation Organizational Behavior 243

General Leadership

FEBRUARY 3, 2014

The founders (and those who would follow them) were so successful at everything they did they quickly became confidants and advisors to kings and emperors around the world. Deeply devoted to the value of lifelong learning, the organization these leaders built has become the largest higher-education network on the planet.

Commitment 419

Commitment Mentor Examples Compliance 419

Tanveer Naseer

JANUARY 9, 2018

Bringing this kind of intentionality to how we develop and support leaders is important, not only to how organizations select who will join the leadership ranks within their workplace, but in how our employees view and understand what they should expect from those in charge.

Leadership 257

Leadership Mentor Long-term Audience 257

Nathan Magnuson

FEBRUARY 11, 2013

February 11, 2013. Are good ideas ruining the effectiveness of your team or organization? This can be all the more true for government, non-profit, and ministry organizations, who are rewarded not in dollars earned for products/services but for meeting what can often be vague or changing objectives. by Nathan Magnuson.

Creativity 223

Creativity Mentor Follow-up Objective 223

Great Leadership By Dan

JUNE 27, 2013

The fact is, in order to be successful, leaders must create a vision for where they want their businesses to be tomorrow based on where those businesses are today. In other words, leadership plots the success destination as well as the steps needed to get there. Successful leadership is dictatorial in nature.

Covey 238

Covey Leadership Sports Learning-by-Doing 238

Tanveer Naseer

DECEMBER 30, 2014

That if we really want to achieve the kind of successes and achievements of those organizations and leaders we admire, we need our employees to care about our vision as much as we do. Leadership insight #5 : An organization’s success relies on employees being enabled to learn from their collective experiences.

Leadership 271

Leadership Learning-by-Doing Wiseman Long-term 271

Great Leadership By Dan

APRIL 27, 2017

If you’re like the majority of the Western world, you’re probably motivated by greater and greater personal financial success, the yardstick most leaders use to assess their value. But our individual success is not what we care most about. He thought that was how you led people – how one gained recognition and success.

Goal 171

Goal Motivation Learning-by-Doing CEO 171

Engaging Leader

FEBRUARY 18, 2014

Even so, Gartner also predicted that by 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. If poor design is a primary culprit of failed gamification, how can you improve your chances of success?

McClelland 159

McClelland Arkes Business Objectives Maslow 159

Marshall Goldsmith

JUNE 19, 2014

The Marshall Goldsmith Thinkers50 Video Blog is now operational. In both 2011 and 2013, I was recognized as one of the top ten Most Influential Business Thinkers in the World – and the top-ranked executive coach – at the biennial Thinkers50 Award ceremony in London. Combining compassion with wisdom is still very relevant today.

Mentor 127

Mentor Govindarajan Management Handbook 127

Coaching Tip

JANUARY 25, 2017

employee engagement levels at thirty one percent, with almost twenty percent of employees actively disengaged --it's vital that leaders of organizations be able to recognize how their own behaviors and egos might be contributing factors. If leaders know the culture they want, why do so many organizations struggle to create that environment?

Leadership 70

Leadership eBook Executive Coaching Execution 70

Strategy Driven

NOVEMBER 5, 2013

Non-value added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Can you think of examples of excessive transportation waste within your organization? Copyright 2007-2013 by StrategyDriven Enterprises, LLC. What is the best way to approach this challenge?

Transportation 58

Transportation Tactics Execution Six Sigma 58

Strategy Driven

OCTOBER 22, 2013

Non-value-added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Overproduction , the first of the 8 biggest wastes of Lean Operations, focuses on the unnecessary production of product before the customer demands it. How can you attack this problem?

Tactics 58

Tactics Execution Six Sigma Operations 58

Tanveer Naseer

DECEMBER 9, 2014

Although I sympathize with the challenges they face, and the complexities that now dot the landscape of operating in this 24/7 global environment, the reality that we all have to own up to is that leadership is hard. Today’s organizations need leaders who don’t let their limitations define them. Sounds hard?

Leadership 278

Leadership Motivation Teamwork Globalization 278

In the CEO Afterlife

FEBRUARY 20, 2015

Like many activities within any organization, “the squeaky wheels get the grease.” Jacobs Suchard Directors expected me to run their North American operation as an entrepreneurial enterprise, and as long as the returns were favorable, they assumed I was doing just that. That’s a big mistake. . I wasn’t surprised in the least.

Long-term 100

Long-term Download CEO Objective 100

Strategy Driven

OCTOBER 8, 2013

All high-performing organizations continually look for ways to reduce costs and improve operational efficiency. When considering approaches to search for inefficiencies within your organization, how should you begin? By focusing on the Non-Value Adding portions of your organization. About the Author. All rights reserved.

Tactics 50

Tactics Efficiency Six Sigma Execution 50

Leading Blog

DECEMBER 25, 2016

Deep Work : Rules for Focused Success in a Distracted World by Cal Newport To thrive in the new economy—the current information economy—you need to master these two core abilities: 1. What separates effective communicators from truly successful persuaders? The ability to quickly master hard things. Blog Post ).

Books 150

Books Leadership Cialdini Govindarajan 150

Skip Prichard

JUNE 3, 2020

If you want to learn how to develop an experimentation organization, read on. When it finally came to my attention, I realized right away that large-scale, controlled experimentation would revolutionize the way all companies operate their businesses and how managers make decisions. ” -Stefan Thomke. ” -Stefan Thomke.

Power 94

Power Kahneman Open-book Learning-by-Doing 94

Tanveer Naseer

SEPTEMBER 20, 2016

But what about when we’re months – or even years – into the process of implementing our vision or long-term goals for our organization? Consider, for example, the faster-pace by which we not only have to operate, but by which decisions have to be made in light of new information or new realities.

Course 100

Course Team Long-term Short-term 100

Chart Your Course

JUNE 10, 2013

Futren Corporation is a private-club management and operations company with around 200 employees, based in Marietta, Ga. The company manages Indian Hills Country Club and The Georgian Club in Marietta, and acquired Woodland Hills Golf Course in Cartersville in February 2013.

Strategy 133

Strategy White Paper Human Resources Case Study 133

Tanveer Naseer

JANUARY 5, 2016

As I wrote in that earlier piece, our future success hinges on how well we connect where we need to go with what we’ve learned so far [ Share on Twitter ]. And this is understandable if we appreciate that – thanks to the faster-pace by which we now have to operate – it’s become harder for people to make those connections for themselves.”

Leadership 100

Leadership Learning-by-Doing Environment Succession 100

Coaching Tip

OCTOBER 19, 2013

Depending on the degree to which a person uses the top and bottom systems in optional ways, he or she will operate in one of four cognitive modes: Mover, Perceiver, Stimulator and Adaptor. Because they can easily embrace the plans of others, those who typically operate in Adaptor mode can be valuable team members.

Bottom-up 84

Bottom-up Self-aware System Operations 84

Strategy Driven

DECEMBER 11, 2013

StrategyDriven Enterprises LLC and Xen Wireless form StrategyDriven Analytics to provide utility industry executives and managers with asset management program benchmarking data supporting operational and investment decisions and fleet and individual plant performance assessments. Plant Maintenance and Operations. About StrategyDriven.

Wireless 58

Wireless Benchmarking Asset Management Industry 58

Strategy Driven

AUGUST 20, 2013

Most managers would acknowledge that the use of efficient metrics is a key component to the successful planning, tracking, and execution of projects. An organization can easily convince itself that as the project gets bigger, then so do the metrics. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. All rights reserved.

Project 59

Project Execution KPI Management 59

Strategy Driven

DECEMBER 19, 2013

Block provides operational executives and managers with the insight needed to relate ‘shop floor’ decisions and activities with the organization’s financial future. Whole Business Thinking promotes the alignment of the organization’s mission and values with its decisions and actions. All rights reserved.

Resources 58

Resources Metrics Bottom-up Budgeting 58

Chart Your Course

JUNE 10, 2013

Futren Corporation is a private-club management and operations company with around 200 employees, based in Marietta, Ga. The company manages Indian Hills Country Club and The Georgian Club in Marietta, and acquired Woodland Hills Golf Course in Cartersville in February 2013.

White Paper 100

White Paper Case Study Class Newsletter 100

Mills Scofield

JANUARY 14, 2014

” The morning prayers of the local population could be heard echoing through the loudspeakers outside the large 25-foot concrete T-walls topped with barbed wire that surround our compound, a Forward Operating Base within an Afghan Air Force base. ” and “Come home safe and soon!”

Emotional Intelligence 150

Emotional Intelligence Participative Short-term Letter 150

Eric Jacobson

OCTOBER 7, 2014

Jake Wood , author of, Take Command , weaves together hard-learned lessons in leadership and teamwork from his experiences in college football , as a former Marine sniper and as cofounder and CEO of Team Rubicon -- a disaster relief organization that unites military veterans with first responders deployed to areas hit by natural disasters.

How To 78

How To Analysis Decentralization Mentor 78

Mark Sanborn

DECEMBER 5, 2021

His wife, Erika, joined the team in 2013, and today Envisioning Green is a husband-and-wife-owned, boutique-style landscape construction and maintenance company being featured in a business book. . Both Erika and Steven understand the power of clarity in their company: “Clarity to us is like success,” they agree. Keeping Clarity.

Training 71

Training Mission Statement Open-book Positioning 71