N2Growth Blog

APRIL 5, 2010

The three most critical items to focus on when conducting your planning are: Insure that personal accountability is present on any major benchmark, milestone or deliverable. link] Most Tweeted Articles by Leadership Development Experts [.] In most cases your wins won’t put you out of business, but your losses most certainly can.

Contingency Plans 306

Contingency Plans Planning Blog Ryan 306

N2Growth Blog

AUGUST 5, 2010

Rather they should benchmark their decisions against the question of “is it the right thing to do?” In the end, leadership that adopts politically correct behavior and thinking places themselves and their organizations at great peril. It has become more important to “do things right&# rather than to “do the right things.&#

Politics 317

Politics Blog Leadership Diversity 317

Strategy Driven

NOVEMBER 2, 2018

Corporate Responsibility relates to every stage in the evolution of a business, leadership development, mentoring and creative ways of doing business. Corporate Responsibility means operating a business in ways that meet or exceed the ethical, legal, commercial and public expectations that society has of business.

Ethics 51

Ethics Mission Statement Strategic Planning Benchmarking 51

Six Disciplines

JANUARY 31, 2011

"We're experiencing double-digit growth and as a result, we need an executive coaching program like Six Disciplines to help us manage this growth profitably and to keep us on track and focused on the most important tasks. " ~ Randy Joseph, VP of Sales and Operations, Laminate Technologies.

Executive Coaching 101

Executive Coaching Execution Six Sigma Benchmarking 101

N2Growth Blog

DECEMBER 16, 2023

Understanding the Concept of Governance Excellence Governance excellence refers to the strategic oversight conducted by a company’s board of directors that ensures ethical, sustainable, and profitable organizational operations. The strength of governance can be significantly amplified with the employment of a dedicated leadership team.

Compliance 235

Compliance Efficiency Ethics Metrics 235

N2Growth Blog

DECEMBER 5, 2010

In today’s post I’ll clearly explain the difference between vision and mission … As as a backdrop to answering today’s question, I want to share a simple organizational framework I developed several years ago to help executives gain a better understanding of leadership structure.

Blog 344

Blog Mission Statement Tactics Objective 344

Harvard Business Review

SEPTEMBER 27, 2016

The second, more qualitative piece, keyed in on leadership ability based on a multitude of in-depth interviews with the leader’s peers, supervisors, and direct reports done by our internal executive talent team. Executive development. How they react in pressurized situations is a reliable indicator of leadership success.

Benchmarking 8

Benchmarking Trends Talent Management CEO 8

Harvard Business Review

DECEMBER 29, 2015

At Cisco, we designed an in-depth executive assessment to help us profile each of our topmost leaders: strengths, development needs, aspirations, strategic capabilities, blind spots, operational capabilities, how they develop their teams, how they fare in big-stage versus one-on-one communications, and so on.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

N2Growth Blog

JANUARY 13, 2011

Deliverables, benchmarks, deadlines, and success metrics must be incorporated into the plan. Champion : Senior leadership must champion any new idea being adopted. " Regards, Leadership Freak Dan Rockwell [link] Bob MacNeal Mike, Thanks for this helpful post. Senior leadership must champion any new idea being adopted.

Blog 384

Blog Innovation Strategic Planning Brand 384

Strategy Driven

DECEMBER 9, 2015

For decades, Mike has served in senior leadership roles within the Power & Utilities Industry. His experience includes within the nuclear oversight, quality assurance, engineering, licensing, performance benchmarking and improvement, training, leadership development, and change management functions.

Power 50

Power Licensing Engineering Benchmarking 50

Strategy Driven

JUNE 3, 2011

Pressures continue and accelerate for companies to stay in operation, become competitive, keep ahead of the marketplace and perform quality work. Inspires the development of organizational Vision. Mentorship and leadership development. Values, customs, beliefs, goals, objectives, benchmarking. Philosophy.

Strategic Planning 69

Strategic Planning Benchmarking Long-term Consultative 69

Harvard Business Review

AUGUST 10, 2018

Mainstream software companies are beginning to hold “ data mirrors ” up to their customers, allowing scoring and benchmarking of their customers’ strategies. One of its business units, Fieldglass, provides insights and benchmarks to customers on external workforce management.

Benchmarking 8

Benchmarking Software B2B GAAP 8

Six Disciplines

JULY 14, 2011

In this discipline, we help you to review near-term growth options, finalize strategic difference and operating goals, set targets, initiatives, and outcomes. The purpose of this discipline is to produce goals that are clear and measurable. Discipline III- Align Systems. Discipline V - Innovate Purposefully.

SWOT 103

SWOT Market Segmentation Benchmarking ROI 103

Strategy Driven

DECEMBER 7, 2012

Programs must be competent, effective and benchmarked. Without goals, one cannot operate under self-control. Operations continue to streamline and are professional and productive. You provide leadership for progress, rather than following along. You develop-champion the tools to change. Training is vital.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Strategy Driven

FEBRUARY 3, 2012

This holds for corporate operating units and departments. You must always educate corporate opinion makers on how you function… and the skill with which you operate. Operating units and departments must schedule and follow a program to market their worth to their companies. Benchmarks for measurement. Case studies.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Strategy Driven

OCTOBER 7, 2011

New year projections are the best time to benchmark progress and adjust sights for the coming term. Programs must be competent, effective and benchmarked. Without goals, one cannot operate under self-control. Businesses should review their Strategic Plan annually. Training is vital. Priorities: Focus on important goals.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

Strategy Driven

NOVEMBER 2, 2012

Can the benchmarking information be accessed regularly? Growth, defined as increasing revenues each year (rather than improving the quality of company operations). Continuous quality improvement within your own operation. Are budgeting measures used to manage performance? Does your strategic plan adequately describe what you do?

Strategic Planning 70

Strategic Planning Budgeting Planning Competitive Advantage 70

Strategy Driven

SEPTEMBER 2, 2011

Validate your worth to the overall company operation. Become top management’s partner in efficiency of operations. Readily measurable values: Time and cost of product development-service delivery cycles. Continuous quality improvement within your own operation. Programs must be competent, effective and benchmarked.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Strategy Driven

MAY 6, 2011

Pressures continue and accelerate for companies to stay in operation, become competitive, keep ahead of the marketplace and perform quality work. There is a need to develop better information to help management make better decisions. There is a sense that company operations are out of control. External-Marketplace.

Strategic Planning 79

Strategic Planning Advertising Consultative Planning 79

Strategy Driven

DECEMBER 2, 2011

There is no converting them to your more enlightened way of thinking and operating. Leadership Programs Community stewardship – for the right reasons – is wonderful. Leadership programs exist in every major city. People who work for non-profit organizations also populate leadership programs.

Committee 52

Committee Learning-by-Doing Consultative Budgeting 52

Strategy Driven

MARCH 4, 2011

As companies operate, all make honest and predictable mistakes. Failure to benchmark results and accomplishments. The emphasis is upon the latest slogans of mission but does not look closely at how its systems operate. It’s not that some organizations ‘click’ and others do not. Arrogant attitudes.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Harvard Business Review

SEPTEMBER 29, 2016

Generating new knowledge by conducting research, benchmarking, or bringing in “resident” artists or scientists whose interactions with employees can spark creativity.

Organization 8

Organization Development Mentor Incentives 8

Harvard Business Review

APRIL 27, 2015

Historical benchmarks are of limited value when a product has no antecedents, and it’s hard to pin down the future value of an idea that exists only as a concept. Balance: the mix of different types of innova­tion (product, service, pricing, distribution, operations, etc.); Granted, it is difficult to measure.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

APRIL 17, 2014

GE is often highlighted as an organization that develops some of the most effective leaders. But judging from what I hear from managers of companies that visit us to benchmark our system, the difference between our approach and theirs does not lie in forms, rankings, tools, or technologies. It’s part of our operating rhythm.

System 12

System Review Human Resources Human Capital 12

Strategy Driven

MARCH 11, 2011

The company did more than 4,000 deals…most risky and without research, planning and benchmarking. Without Strategic Planning, there is no benchmarking of specific tactics. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. Accounting. Who are the customers?

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57