Case Study: When Two Leaders on the Senior Team Hate Each Other

Harvard Business Review

Lance was struck by what he saw in CFO Damon Ewen’s file. His CFO and his sales chief had been at loggerheads for a while. I’m the CFO and he’s in charge of sales. kuritafsheen/Getty Images. The feedback in the 360-degree reviews was supposed to be anonymous.

Uniting the Religions of Process Improvement

Harvard Business Review

People who have earned these belts drive projects with clear financial targets set at the top organization, with progress monitored by the CFO. In addition to laying out an approach for making one-time improvements, Reengineering's high priest (the late Michael Hammer) had advice for organizations wanting to sustain improvement. What's more, the company helped develop Hammer's PEMM concept and is now training Lean managers.

Where Have All the Process Owners Gone?

Harvard Business Review

Process gurus such as Michael Hammer , Jim Champy , Geary Rummler , and Alan Brache have long maintained that companies must appoint process owners to ensure that processes are improved across functions. The wishes of a functional head such as CFO, CMO, or company President won out over a Process Owner of Order-to-Cash. When organizations set about improving the way the way they work, the natural tendency is for them to do it within functions.