Harvard Business Review

JANUARY 4, 2011

Roughly, I'd suggest that they're strategy, marketing, finance, and the rest of the drear, dismal, passionless stuff that makes most of us snooze through meetings and dread the arrival of Monday morning, dilberting our joint prosperity, perpetually disappointing our ever-more apathetic customers, and gleefully embezzling from the future.

Organization 15

Organization Finance Senge Long-term 15

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

JANUARY 7, 2011

The role had little influence : Some companies appointed process owners at middle management levels. The wishes of a functional head such as CFO, CMO, or company President won out over a Process Owner of Order-to-Cash. End-to-end process management disrupts their accustomed relationships and identity.

Process 15

Process Champy Competitive Advantage Hammer 15