Lead on Purpose

DECEMBER 6, 2010

Product managers hold a unique position in the company: they depend on people from other groups, but they do not have managerial authority over those people (in most cases). Their success depends on their ability to build consensus and inspire the other team members to do great things. Theme: Digg 3 Column by WP Designer.

Productivity 182

Productivity Products Management Leadership 182

Tanveer Naseer

JULY 12, 2016

Self-promoting divas and power-hoarding executives destroy organizational trust. Diva-style leaders who ignore that mordant reminder of humility are unlikely to build anything that lasts longer than they do. The hubris displayed by Skilling, along with founder Kenneth Lay and CFO Andrew Fastow, didn’t just destroy Enron.

Kaplan 100

Kaplan CEO Real Estate CFO 100

Lead on Purpose

JULY 10, 2009

— The Product Management Perspective: As a product manager, do you feel responsible for the success of your company? How much effort do you exert in building relationships of trust with the people on your team? Too often we leave the worries and cares about money to the CFO’s office.

Succession 133

Succession CFO Ethics Taylorism 133

Harvard Business Review

OCTOBER 1, 2018

Take another example: In positions that demand skills for working in an open-source context, our hidden template of success might lead us to believe, again with no evidence, that only someone who is already part of the open-source community can do the job well. And sameness blocks performance and innovation.

Power 10

Power Management Diversity CFO 10

Marshall Goldsmith

FEBRUARY 8, 2018

In return, these 15 would ‘pay if forward’ by doing the same thing for 15 others, for free. I was inspired to do this by the many great teachers and leaders who have so generously helped me – without ever asking for anything in return. Co-founder of Rose Park Advisors—Disruptive Innovation Fund. 100 COACHES.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

LDRLB

APRIL 21, 2014

David: Who are you and what do you do? I’m a law professor at University of San Diego and I am the author of Talent Wants to be Free: Why We Should Learn to Love Leaks, Raids, and Free Riding. This is a full transcript of LDRLB episode 0508 an interview with Orly Lobel. ORLY: I’m Orly Lobel.

Human Capital 60

Human Capital Open-book CFO Innovation 60

Miles Anthony Smith

MAY 2, 2018

Uncover Effective, Expert Personal Brand Statement Examples​ What do Rand Fishkin, Charlie Puth, and Martha Stewart all have in common? While many equate strong personal branding only to powerful leadership, there's a lot more that goes into crafting a personal brand statement. What type of impact do you want to make?

Brand 68

Brand Examples Career Godin 68

Harvard Business Review

OCTOBER 24, 2011

That book is The Innovator's Dilemma by HBS Professor Clay Christensen. But what's most interesting to me isn't that The Innovator's Dilemma was on that list. Anyone familiar with Professor Christensen's work will quickly recognize the same causal mechanism at the heart of the Innovator's Dilemma: the pursuit of profit.

Innovation 15

Innovation Christensen CFO Productivity 15

Harvard Business Review

JULY 21, 2016

While CEOs typically understand the transformative potential of big data/analytics, they often do not consider the flip side of the coin — that analytics efforts unleash forces within an organization that can threaten the analytics program itself. Every C-suite maintains a delicate balance of power.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

OCTOBER 30, 2017

Over a period of years, every GE senior manager would learn the lean startup methodology, and GE would be the showcase for how modern companies use entrepreneurial management to transform culture and drive long-term growth. Innovation at GE was on a roll. So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein.

Ries 8

Ries Long-term Short-term Price 8

Harvard Business Review

DECEMBER 10, 2013

The appointment of Mary Barra as CEO-to-be of General Motors is a signal to car-lovers everywhere that the company is serious about its products and vehicle innovation. The centrality of innovation to the future — electric cars, hybrids, self-driving cars, and beyond — makes her experience pivotal. It is now official.

Engineering 10

Engineering CFO Industry Bureaucracy 10

Harvard Business Review

DECEMBER 2, 2016

In this case, a team of the Rotterdam Eye Hospital’s CEO, CFO, managers, staff, and doctors wanted to understand how their patients felt when they entered the hospital and what could be done to improve their experience. Innovating for Value in Health Care. Thus their primary goal should be to reduce patients’ fears.

Health Care 8

Health Care Airlines CFO Operations 8

Harvard Business Review

FEBRUARY 26, 2016

Algorithms, run on ever faster computers, can do amazing things with that information, from detecting patterns and making predictions to solving complex problems. That realization creates more anxiety than insight into what to do. Can it do so at the speed of a start-up? On both counts. Insight Center. Sponsored by Accenture.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

MAY 31, 2017

Before 1999 “performance” had a simple, unidimensional definition for health care leaders and their boards: It was shorthand for the CFO’s financial report, summarizing operating margins. How the most innovative providers are creating value. Insight Center. The Leading Edge of Health Care. Sponsored by Optum.

Health Care 11

Health Care Chief Financial Officer Comparison Quality 11

Harvard Business Review

AUGUST 24, 2016

Recently, I was talking with a senior leader from a world-class global learning and development company. I asked him, “Do you also teach leaders how to be influenced by others?” We still believe that the essence of leadership is about influencing others to do what we want them to do.

Influence 8

Influence Six Sigma Open-book Learning-by-Doing 8

Harvard Business Review

APRIL 6, 2011

Do you have a process improvement program under way that you feel is going well? But questions soon emerged: How do we know the model will work? Where's the economic model, and when do we make money at this? What can we learn from this failure? What's it worth? Unfortunately, there were no good answers.

Process 15

Process Six Sigma Finance Short-term 15

Harvard Business Review

JANUARY 12, 2015

Decision-making power resides with a much smaller group, who form what you might call the CEO’s inner cabinet. It is shorthand for “they achieve the objectives I set for them” and the dogged determination they demonstrate in doing so. But do the very best always make their numbers?

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

MAY 23, 2012

We have learned, time and again, that rules don't overcome the various individual and organizational biases that prevent people from imagining and discussing the things that can go wrong with complex strategies. Many people, including quite a few U.S. But for certain categories of risk, this is a false and dangerous assumption.

Risk Management 9

Risk Management CIO Management Banking 9

Harvard Business Review

JULY 21, 2017

These leaders are recognizing that this balance drives the innovation and market understanding they need for other key business transformations. How did he do it? Many companies, especially in America, are well-meaningly focused on empowering “out-of-power” or under-represented groups.

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

MAY 14, 2012

People often ask me why it's so hard for big companies to be innovative. But that doesn't mean innovation can't happen, even in the biggest, most entrenched firm. At PwC, we learned a powerful lesson in how to engage our corporate antibodies. At PwC, we learned a powerful lesson in how to engage our corporate antibodies.

Innovation 11

Innovation CFO Learning-by-Doing Brainstorming 11

Harvard Business Review

AUGUST 1, 2017

Recommenders continuously learn and improve from user experience. That means organizations can continuously learn and improve from their recommenders. In my experience, legacy managements too frequently misunderstand recommenders’ role in driving innovation and cultural change. ethos, which he articulated a decade ago.

Engineering 8

Engineering Company White Paper Cooper 8

Harvard Business Review

JUNE 21, 2016

You used to be able to track everything with an Excel spreadsheet, personally designed by your CFO; now you’ve got an SAP installation in its place, supported by an entire IT department. Things are spinning out of control, and you don’t know what to do. An innovator? What’s going on? Were we a price cutter?

Company 9

Company IPO Price Loyalty 9

Harvard Business Review

JANUARY 7, 2011

When organizations set about improving the way the way they work, the natural tendency is for them to do it within functions. Their responsibilities include: Acting as the "voice of the customer " by understanding customers' total experience with a company, from the moment they learn about it to the moment they end the relationship.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

OCTOBER 10, 2016

Similar to what we’ve learned about creating cultures of innovation, it takes more than a handful of leaders contributing creative brilliance; it takes leaders driving the focus on and readiness for change that going digital requires. Use formal learning to set the context and content for change in a standard and thorough way.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8