Harvard Business Review

APRIL 21, 2014

My gender consultancy firm, 20-First, has just published its annual Gender Balance Scorecard ( pdf ) of the top 300 companies in the world across the US, Europe and Asia. As usual, we try to broaden the focus from the current buzz around corporate boards to the more relevant metric of the gender balance of executive committees.

Execution 12

Execution Committee Balanced Scorecard Globalization 12

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 Instigator. The Innovation Manager.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

JANUARY 21, 2011

Incorporate these measures into the company's "balanced scorecard" or dashboard. Select process owners with strong leadership skills and develop those skills even further. Brad Power ( bradfordpower@gmail.com ) is a consultant and researcher in process innovation.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

MARCH 23, 2011

The timeline showed five improvement initiatives matching the eras of five presidents: Quality Action Teams (1992-1995), Total Cycle Time (1995-2000), Perfect Order (2000-2003), Grainger Performance System (Balanced Scorecard and Six Sigma) (2004-2007), and Lean (2008). Brad Power is a consultant and researcher in process innovation.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

JANUARY 4, 2013

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. This scorecard defined the "what."

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

NOVEMBER 22, 2010

The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. I wrote a couple of months ago about Chinas leadership in the clean tech race , but at the macro level. The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

Take over responsibility and leadership. Take over responsibility and leadership. But it must be HR that decides how things are done, based on the professional knowledge and insights only HR people will have. To all HR people: be proud about the responsibility you have — or should have. Most companies need a strong HR.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

FEBRUARY 25, 2013

Much of the Anglo-Saxon debate about "women in leadership" is framed as an issue of women's "choices." The implication is that women "choose" to gear down their careers in favor of work-life balance. The real issue is to develop the corporate leadership skills to manage a feminizing talent pool and a feminizing customer base.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 23, 2010

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Books 13

Books Guidelines Banking Telecommunications 13

Harvard Business Review

NOVEMBER 23, 2010

Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. Is the balance right in your organization?

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Strategy Driven

MARCH 7, 2014

Courage and leadership. Professional innovation. I was then challenged to come up with such a program, the result being the Leadership in Action Awards. However, recognition programs are a balanced scorecard that involves the scrutiny of the company and its leaders by credible outside sources. Ethics and integrity.

Balanced Scorecard 73

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 73

Harvard Business Review

NOVEMBER 29, 2010

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Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 23, 2010

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Airlines 14

Airlines Report Guidelines Discount 14

Harvard Business Review

NOVEMBER 30, 2010

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Retail 13

Retail Price Comparison Nalebuff 13

Harvard Business Review

NOVEMBER 12, 2012

For instance, make sure targets are gender neutral and focused on balance, not women, e.g., a minimum of 35% (or 50%) of either gender at all levels across all functions. Our annual Global Gender balance Scorecard shows that 63% of the women sitting on Executive Committees of the top 100 US companies are in support functions, not P&L roles.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

NOVEMBER 24, 2010

In turn, reflection becomes the rocket fuel for experimentation, the lifeblood of high-level innovation, the spark of deeper meaning, and the wellspring of enduring purpose. If youre here to "innovate" sugar water, then thinking in terms of orthodox buyers and suppliers might do the trick. So throw Frederick W.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin stresses the importance of rigorous experiments (years before experimentation became the rallying cry for a new generation of innovators); thoughtful problem definition; and smart, well-designed metrics.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 15

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 15