Harvard Business Review

APRIL 5, 2016

Let me begin this post with a personal confession: Although I’ve talked with many managers about career transitions over the years, I’ve never had a career transition myself until now. For the past 37 years I’ve worked as a management consultant at the same firm I started in straight out of graduate school.

Career 8

Career Balanced Scorecard Consultative Learning-by-Doing 8

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. Be Consistent.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

Harvard Business Review

FEBRUARY 25, 2013

In countries without policies that facilitate conciliation, managers overwhelmingly think that women "choose" family commitments over work. The real issue is to develop the corporate leadership skills to manage a feminizing talent pool and a feminizing customer base. See our 2013 Global Gender Balance Scorecard.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

DECEMBER 10, 2015

The assumption is that a merger will make it easier to achieve economies of scale, develop a large but narrow network of preferably healthy patients, establish data registries, and integrate expensive technology. Many of them want to share responsibility in how the hospital is managed. Willingness to compromise. Only time will tell.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

Harvard Business Review

NOVEMBER 30, 2010

Often, judgment must be exercised jointly by multiple parties who may not even recognize themselves as being on the same team or part of the same enterprise. Its far more complicated when too many unknowns, or the difficulty of balancing competing priorities, pushes a decision into the realm of judgment.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

CO2

APRIL 18, 2012

What is fascinating is how often this effort fails not in determining the path forward for the business but in disseminating the information broadly and effectively to all the members of the organization that were not part of the decision making team. 1) Call an all company meeting around the communicating the strategic plan.

Strategic Planning 145

Strategic Planning Planning Strategy Balanced Scorecard 145

Harvard Business Review

JANUARY 4, 2017

I find these particularly relevant to personal development, as individuals often must resolve the tensions between competing values and traits and must carefully monitor their own strengths so those strengths don’t lapse into weaknesses. Consumers expect consistent products; people appreciate consistent management. Mark Bonchek.

Agility 14

Agility Balanced Scorecard COO CFO 14

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation.

Management 8

Management Balanced Scorecard NPV Article 8

Harvard Business Review

MAY 18, 2015

Yet, according to Donald Sull’s research in the March issue of HBR, almost half of top executives cannot connect the dots between their company’s strategic priorities; and two out of three middle managers say they simply do not understand their strategic direction. All of the sudden, they get it. No one trick or tool will tame it.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

DECEMBER 19, 2012

Still, a lot of companies haven't reorganized their businesses to execute, manage, and measure social care strategically with well-trained staffs. Consumers with positive social-care experiences are also three times more likely to recommend the brand to others. Here are four steps we've seen work: The map. The metrics.

Balanced Scorecard 8

Balanced Scorecard McKinsey Media Metrics 8