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. Brad Power ( bradfordpower@gmail.com ) is a consultant and researcher in process innovation.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

OCTOBER 18, 2013

With these rules in place, 8 cross-functional teams—each composed of middle managers, a consultant guide, and a sponsor from the leadership team—were formed. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation.

Cost 8

Cost Health Care Six Sigma Insourcing 8

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. Companies are starting to acknowledge the pervasiveness of bias, as the proliferation of unconscious bias training for middle managers demonstrates. How did he do it?

Diversity 8

Diversity CFO Globalization Video 8