Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” The Future of Operations. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

JANUARY 7, 2011

Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% Attention shifted : The effort to install process owners started out with top management support and attention, but then more urgent issues arose, or senior leadership changed.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

JANUARY 12, 2015

Members of this elite club wield a disproportionate amount of influence, which is why most executives want to join. ” Second, CEOs operating in uncertain environments need to have a lot of “what if” discussions with their executives. But how does one become a member of the CEO’s inner cabinet?

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

SEPTEMBER 25, 2013

Instead, once people have leadership responsibilities, their calendar gets crammed with more and more meetings and trips. One of my students signed up for a project to re-think best leadership practices at his company. Career planning Leadership Managing yourself' Learn to delegate once and for all.

Porter 10

Porter Delegation Learning-by-Doing Project 10

Harvard Business Review

OCTOBER 10, 2013

The chief financial officer (CFO) role rose to prominence in the mid -1980’s as pressures for value management and more transparent investor relations gained traction. Because the new data analytics horizons typically span a range of functions, including marketing, risk, and operations, the C-suite evolution may take a variety of paths.

Chief Financial Officer 8

Chief Financial Officer Information Technology Metrics CFO 8

Harvard Business Review

JULY 21, 2016

Simultaneously, other executives will not only experience a loss of influence but also feel vulnerable. As one financial services CFO told us, “Our mental models were so rigid that even how we thought about data itself needed to be challenged. This vulnerability frequently compels traditionalists to resist analytics.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

OCTOBER 18, 2013

Next, the 10-member senior leadership team used a variety of means, such as town halls, and videos of executives explaining the plan, to clearly and repeatedly communicate the urgent need for cost reduction as a requirement for process redesign across the system that would ultimately improve patient care. Capitalize on success.

Cost 8

Cost Health Care Six Sigma Insourcing 8

Harvard Business Review

APRIL 15, 2015

Where anyone stands on a particular issue will be influenced by where they sit in the family business system. Although the brothers were effectively the CEO, COO, and CFO, they wouldn’t talk to one another for months after a fight, not even on business matters. Leadership & Managing people Conflict Managing organizations'

CFO 8

CFO Positioning COO Rogers 8

Harvard Business Review

SEPTEMBER 29, 2011

In addition they operate from a plan — however confidential it may be — to strengthen the team year over year. For example, Tim Sheahan, Chief Financial Officer for a large division of a multi-national corporation, aspires to become CFO of a Fortune 100 company in the future.

Execution 14

Execution Team Chief Financial Officer Finance 14