Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Six Disciplines

APRIL 27, 2011

“In reading the book, I’m struck that the author spends time focusing on HOW to achieve maximum benefit from each of the six interdependent Disciplines, and not just providing a laundry list without explanation.” “Instead, this is meant to read more as a how-to manual. ” (Ethan Johnson, The Vision Thing).

CTO 101

CTO Books Balanced Scorecard Norton 101

CO2

FEBRUARY 17, 2014

This annual strategic review and planning meeting may take as long as a week (because you will be pre-deciding how to act should certain key assumptions come to pass), but when done well it leads to a more purposeful and energized commitment to the future. Focus Teamwork at Work Meeting Management' Monthly Staff Meetings.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

APRIL 8, 2015

Their innovation efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

First Friday Book Synopsis

JANUARY 13, 2013

BOOK REVIEWS Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing Dave Kerpen Taking Flight!

Blog 95

Blog Media Brand Review 95

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. Make the role permanent and incorporate it into overall performance management. Incorporate these measures into the company's "balanced scorecard" or dashboard.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

First Friday Book Synopsis

JANUARY 27, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Master and His Emissary: The Divided Brain and the Making of the Western World Iain McGilchrist Mastermind: How to Think Like Sherlock Holmes Maria Konnikova The Fourth Great Awakening & the Future of Egalitarianism Robert [.].

Blog 95

Blog Review Books How To 95

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

MARCH 19, 2014

In our research on change agents at the Phoenix Community of FCB Partners , we have found that there are three distinct challenges which require different kinds of change leaders: (1) transformational leaders, (2) innovation instigators, and (3) innovation managers. The Innovation Manager. The Transformational Leader.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

NOVEMBER 23, 2010

Its the managers responsibility to lead their employees, manage performance, and provide guidance. Yes, managers often interview job candidates or identify the most talented employees as part of a talent management program. Moreover, almost everybody in a company has certain opinions about how to do HR.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

JANUARY 4, 2013

Here are a few thoughts on how you can more effectively address these issues and reach your goals in an authentic and enduring way. Collaboratively Develop The "What" And The "How". Before anything else, you engage stakeholders in a conversation about where you are, where you want to go, and how to get there. Respect Autonomy.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

NOVEMBER 30, 2010

Its far more complicated when too many unknowns, or the difficulty of balancing competing priorities, pushes a decision into the realm of judgment. If we hope for better management of large-scale endeavors, our models will have to look beyond what it takes to inform individual, or even organizational, moves.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

OCTOBER 17, 2018

Specific tools like journey mapping and touchpoint management are keys that employees can use to unlock the code for many in-store and in-person experiences. It looks like this: A shortcoming with the balanced scorecard is that it gives companies a “false sense of data.”

Balanced Scorecard 10

Balanced Scorecard Team Benchmarking Efficiency 10

Harvard Business Review

NOVEMBER 23, 2010

More on: Managing yourself , Morale , Work life balance Join the Discussion | More by This Author | Email/Share Previous The Right CEO Personality for Process Improvement Next How to Turn Garbage into Gold Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Harvard Business Review

NOVEMBER 23, 2010

He wasnt a process manager. How can a company avoid Citigroups misstep and establish beforehand whether the CEO has the aptitude to lead process improvement? But they have very little interest in how to get the ideas put into operation. He wasnt a process manager. He ran the place by people and personalities.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

NOVEMBER 30, 2010

More on: Consumer goods , Decision making , Strategy Join the Discussion | More by This Author | Email/Share Previous How to Turn Garbage into Gold Next With New York Schools Appointment, Bloomberg Did it His Way Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Retail 14

Retail Price Comparison Nalebuff 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 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

JANUARY 4, 2017

Consumers expect consistent products; people appreciate consistent management. And the most-successful managers must change similarly as they assume additional or different responsibilities through their careers, moving from head of sales to COO or from CFO to CEO. How to Create an Exponential Mindset. Thinking Strategically.

Agility 15

Agility Balanced Scorecard COO CFO 15

CO2

NOVEMBER 26, 2023

It’s better to explore many possible outcomes, barriers, and opportunities, and pre-decide how to act should key assumptions come to pass. You’ll know how to act no matter what the future holds. Agree upon what data to collect, how to collect it, and how to use it. The more democratic the process, the better.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78

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. She gets it. You can accomplish the same thing with waitlists.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. How did women, who are 50% of the population, control 60% of global spending, and represent 60% of university graduates, ever accept to be positioned as a "diversity" demographic? Problem 1: Calling it Diversity.

Diversity 8

Diversity Balanced Scorecard P&L Committee 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. How to Find New Competitive Knowledge in Social Media. Consumers with positive social-care experiences are also three times more likely to recommend the brand to others. The metrics.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9

Harvard Business Review

NOVEMBER 24, 2010

The catch is that most companies dont know how to reflect. So heres how to craft your own reflection items. On the odd occasion most boardrooms reflect, reflection often starts with "how." If thats what to reflect on, here are a few tips for how to reflect better. The catch is that most companies dont know how to reflect.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15