Strategy Driven

FEBRUARY 15, 2021

Which brings us back to those folks in the corporate driver’s seat — the CEO. Doesn’t much of a CEO’s job consist of being on the receiving end of ever-increasing floods of data that can now be gleaned in real time from inputs around the globe? CEO’s Role- Wisdom and Innovation. So, are CEOs really necessary anymore?

CEO 66

CEO Balanced Scorecard Supply Chain Sharpe 66

Change Starts Here

JULY 9, 2013

A revolving leadership door had ushered four CEOs in and out in two years. When CEO Gary Ricco joined the company in May of 2011, the company had struggled for years to turn a profit. Dubbed the Transformation Team, the group of 35 managers would be responsible for developing and executing the strategy of the organization.

Balanced Scorecard 95

Balanced Scorecard Workshop Supply Chain Objective 95

CO2

FEBRUARY 17, 2014

Monthly staff meetings are usually reserved for reviewing financial performance, balance scorecard objectives, and major actions that have been forecasted in the annual strategic planning meetings. As a result, the organization never truly deals with these issues and begins to develop work-arounds and work-avoidance behaviors.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

NOVEMBER 23, 2010

I also argued in my last post that the CEO has a critical and unique role to play in process improvement, enabling a companys activities to be redesigned across functions and divisions. If the CEO doesnt play this role, process improvement stays comfortably within functional boundaries.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

OCTOBER 12, 2011

There is a simple but significant way to help achieve that goal: Evaluate and compensate CEOs, at least partly, on their ability to create a culture of aligned, engaged employees. That would require, as Dominic Barton observes , balancing financial metrics with measures that track the ability to forge internal alignment.

Long-term 12

Long-term Attrition Six Sigma Balanced Scorecard 12

Harvard Business Review

OCTOBER 9, 2017

The professional development should be engaging and dynamic so that adult learners seek it out because they view it as worthwhile. Perhaps one should be a story of success (what we did well for a patient) and another of a failure (where we must improve). Offer a communications curriculum to clinical and non-clinical staff.

Balanced Scorecard 11

Balanced Scorecard Contingency Plans Active Listening Guidelines 11

Harvard Business Review

JANUARY 4, 2013

Collaboratively Develop The "What" And The "How". When I was CEO of Campbell Soup Company, we used a balanced scorecard to create an explicit understanding of each employee in terms of what they were expected to accomplish, including financial objectives, market share objectives and key project objectives.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16