Harvard Business Review

JANUARY 21, 2011

The problem, as I described in my last post , is that six things militate against success in the role: The management team's attention shifts to other priorities. Incorporate these measures into the company's "balanced scorecard" or dashboard. So what conditions give process owners the best chance of success?

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

APRIL 27, 2015

But business schools, which serve as talent pools for companies that are working on their own gender balance, seem stuck in yesterday’s statistics. Our Gender Balance Scorecard on Business Schools , the first scorecard we’ve done for B-schools , gives an overview of the top 100 schools (Financial Times ranking, 2015).

Balanced Scorecard 8

Balanced Scorecard Case Study Organizational Behavior Education 8

Harvard Business Review

OCTOBER 12, 2011

Some boards attempt a "balanced scorecard" approach , considering more than current year financials , with mixed success. In this case the leadership team decided to focus on creating long-term value, not quarter-by-quarter improvement, through a values-based culture with empowered employees.

Long-term 12

Long-term Attrition Six Sigma Balanced Scorecard 12

Harvard Business Review

MARCH 23, 2011

In 2009, Grainger's senior management team decided to reflect on their history with improvement initiatives before deploying a Lean-based continuous improvement system. To understand the strengths and weaknesses of different process religions, develop a network of people with experience in each one.

Six Sigma 13

Six Sigma TQM Kaizen Balanced Scorecard 13

Harvard Business Review

APRIL 5, 2016

If you’ve formed strong relationships with people and if the company has invested in your development, then leaving can feel like betrayal. being part of a small team that meets every day). The first hurdle is the sense of guilt about leaving a previous employer or career. Some of these may seem trivial (e.g.,

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.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

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. The committee recently held a half-day retreat to develop a three-year plan for the program and set strategic priorities for 2016.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

Harvard Business Review

FEBRUARY 25, 2013

The real issue is to develop the corporate leadership skills to manage a feminizing talent pool and a feminizing customer base. More than the much-publicized debates around boards, the executive team is the result of years of talent development. Today, most companies are still far from any level of balance at this level.

Energy 8

Energy Balanced Scorecard Metrics Policies 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. Brook Manville consults to socially-minded enterprises on matters of strategy and organizational development. Heres a simple but compelling example.

Guidelines 13

Guidelines Education Telecommunications Emotional Intelligence 13

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. You and Your Team Series. Thinking Strategically. How to Create an Exponential Mindset.

Agility 15

Agility Balanced Scorecard COO CFO 15

Harvard Business Review

MAY 18, 2015

Isn’t that exactly what a strategy should do — help teams and leaders decide the right thing to do in the face of new threats and opportunities? The problem is that most widely used planning processes like management by objectives and balanced scorecards overlook the contrast piece of the compare-and-contrast equation.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

DECEMBER 19, 2012

Customer care is often an operations function, but given its impact on customer experience, brand advocacy, and sales, companies should consider developing new reporting structures and governance processes that bridge operations, marketing, and the business units. That requires frank discussions within your company about budget and ownership.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9

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 9

Management Balanced Scorecard NPV Article 9