CO2

SEPTEMBER 6, 2018

Your org chart can tell a more informed story by adding compensation information, date hired, communication/leadership style, potential successors, and the development plan. Here’s why: With succession planning, managers don’t need to hold onto key employees—sabotaging the pace of these employees’ upward trajectory.

Leadership Styles 78

Leadership Styles COO Learning-by-Doing Planning 78

N2Growth Blog

FEBRUARY 8, 2019

Maybe your CFO is a family friend. People know the strategy and plan to realize the vision. He is graduate of the Stanford University Graduate School of Business’s LEAD program in Corporate Innovation. Their organizational culture happens by default. Leaders know that building a culture by design is critical to business success.

Delegation 201

Delegation Maturity CEO Execution 201

Harvard Business Review

JULY 17, 2017

Despite rapid innovations in data processing and machine learning, many businesses have yet to make the leap from the Industrial Age to the information age, and the gap between technological and organizational progress is widening. Closing this gap requires much more than short-term fixes, like adopting new technologies. Insight Center.

Industry 12

Industry Short-term Planning Long-term 12

The Empowered Buisness

JULY 14, 2015

Orientation toward innovation and creativity. A high Evolution score is typical of high performing leaders and indicates a motivation for planned, incremental change. Decision making style. Requirements for change and variety. Dominant motivation driver. Levels of strategic and visionary thinking. Relationship to norms/rules.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

OCTOBER 2, 2014

It’s not easy for big companies to innovate. Moreover, the skills that are cherished and rewarded for achieving current results differ from those that aid in discovery and experimentation, both of which are needed to drive innovation. First they agreed to shift funding from small, incremental acquisitions to innovation.

Innovation 9

Innovation Metrics Christensen Workshop 9

Marshall Goldsmith

FEBRUARY 8, 2018

Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Formerly a leader in the automotive, retail, restaurant, media innovation and consulting industries. Focuses on business development and implementation of new business plans across the Region.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

JANUARY 11, 2016

The 1990s saw the rise of the strategic CFO, and more recently many companies have created a chief strategy officer (CSO) position. Such friction is destructive — and a huge missed opportunity, because the CFO and the strategy head are far more effective when they collaborate. Tapping the most promising growth spots.

Strategy 8

Strategy CFO Finance Short-term 8

Harvard Business Review

JUNE 8, 2018

CFOs of these companies themselves admit that they cannot justify their market capitalizations based on traditional metrics. One CFO said that her valuation should be considered on a per idea basis instead of a per earnings multiple. Traditional companies therefore rely on two strategies.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

APRIL 19, 2011

a Boston-based innovation management collaborative. We often ask executives to tell us about their biggest innovation failures. The CEO and CFO responded with, "A failure to hit ROI and NPV targets." The head of R&D remembered it as a failure to properly market the innovation. If an innovation initiative failed, ask why.

NPV 16

NPV ROI CFO Consensus 16

Harvard Business Review

AUGUST 29, 2016

Given the role analytics has played in reshaping industries and rewarding innovative adopters over the last two decades, it is surprising how frequently we are asked: “Does this analytics stuff really work?” We only included companies that had implemented a major analytics initiative with an innovation or similar agenda.

CFO 9

CFO Competitive Advantage Budgeting CEO 9

Harvard Business Review

DECEMBER 21, 2012

Constellation has developed an Innovation Center , an unconventional permanent facility within its headquarters. People come from different locations to the Innovation Center for "ideation" (brainstorming), decision-making, and planning. What's distinctive about having a physical innovation center? It sends a message.

Brainstorming 14

Brainstorming CFO Innovation Energy 14

Harvard Business Review

SEPTEMBER 22, 2014

Eventually her team ended up with a portfolio of investments that caught the attention of the CFO and CEO because some were bringing new technologies into the company’s supply chain, and others were hinting at new business models for engaging with customers. Career planning' Naturally, Sheila was upset.

Career 10

Career Examples Supply Chain CFO 10

Miles Anthony Smith

MAY 2, 2018

Graham Keen "Inspirational CEO/CFO turned positive-psychologist resiliently transforming businesses & financial performance." I have a documented track record of business development, operational planning, and leadership. ​ ​1. Czar "I rescue troubled companies.

Brand 68

Brand Examples Career Godin 68

Harvard Business Review

DECEMBER 26, 2014

In the first, a corporate board persuades a high-performing and dependable CEO to stay longer than planned at the helm to keep a steady hand on the tiller, maintain progress, or weather an upcoming storm. In the second scenario, a planned CEO departure occurs during a time of uncertainty.

CEO 12

CEO Contingency Plans Telecommunications Planning 12

Harvard Business Review

JUNE 7, 2012

In my last post , I argued that you should start process innovation by asking front-line workers how to improve their jobs. It's not easy, to be sure, but some companies have managed to spur their employees to innovation by observing a few principles. by having a generous profit-sharing plan.

Attrition 15

Attrition CFO Deming Outsourcing 15

Harvard Business Review

OCTOBER 30, 2017

Innovation at GE was on a roll. Since then Flannery has replaced Immelt’s vice chairs responsible for innovation. So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein. Are lean innovation and the startup way a failure in large companies? Then it wasn’t. Comstock is out.

Ries 8

Ries Long-term Short-term Price 8

Harvard Business Review

DECEMBER 2, 2016

By incorporating design thinking and design principles into their planning process, the hospital’s executives, supported by external designers, have turned the hospital into a showplace that has won a number of safety, quality, and design awards — including a nomination for the prestigious Dutch Design Award. Insight Center.

Health Care 8

Health Care Airlines CFO Operations 8

Harvard Business Review

FEBRUARY 26, 2016

GE has been steadily reducing its ratio of SG&A expense from 18% in 2011 to a targeted 12% in 2016, and in fall 2015 CEO Jeff Immelt told CNBC he planned to take out $1 billion in costs in the next two years on slightly declining revenues. ” When she sensed that the experts were not listening to each other, she intervened.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

DECEMBER 18, 2018

” Believing in Your Plan and Speaking up. “I’m not sure when I first asked if I thought it would be successful,” said Hickox, now CFO of Independent Bank in McKinney Texas. ” Making a Plan to Put Family First. “I’m heavily involved in their lives. “I learned I needed to speak up.

Banking 15

Banking Conference CEO Bottom-up 15

Harvard Business Review

JUNE 7, 2012

In my last post , I argued that you should start process innovation by asking front-line workers how to improve their jobs. It's not easy, to be sure, but some companies have managed to spur their employees to innovation by observing a few principles. by having a generous profit-sharing plan.

Attrition 11

Attrition CFO Deming Outsourcing 11

Harvard Business Review

DECEMBER 17, 2015

The survey also found that in the past two years, one in four C-suite leaders left her position, and nearly as many told us that they planned to do so in the next two years. Good Shepherd’s CFO, Greghan Fischer, for example, saw strong potential in Yan Li, a quietly competent member of her finance team.

Development 8

Development Mentor COO CFO 8

Harvard Business Review

APRIL 5, 2013

Everyone is familiar with the primary methods Gillette used to grow: It innovated via technology (with the Sensor, Mach 3, and Fusion razors), and in 2001 it formally expanded into the women''s leg shaving market with a new brand called Venus. For decades, the shaving market was men''s facial hair removal.

Price 8

Price Franchising Marketing CFO 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

Harvard Business Review

NOVEMBER 9, 2012

Gene Morphis, former CFO of CVS and David's Bridal suggests: "There is an interesting intersection between risk management and innovation that emerges in the CMO-CIO interface." It's up to the CEO to ensure that marketing and IT are on the same page in terms of both innovation goals and risk management.

CIO 8

CIO Chief Information Officer Norton Technology 8

Harvard Business Review

FEBRUARY 20, 2013

The question is how to equip employees with the skills to handle complexities such as creating innovative solutions to emergent problems, understanding new markets, and pushing back on the "status quo." At Allianz, the program was initiated and supported by the company CFO. Entrepreneurs: You're More Important Than Your Business Plan.

Entrepreneur 8

Entrepreneur Company Six Sigma Franchising 8

Harvard Business Review

AUGUST 30, 2011

It's true that Apple's success in the last decade has been built on a remarkable string of innovations, which seems harder to "codify." When one of Apple's design teams was tasked with developing a DVD-burning software program for high-end Macs, developers spent weeks putting together a plan. Place product experience first, not P&L.

P&L 14

P&L Supply Chain Retail COO 14

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. Leading Health Care Innovation.

Cost 8

Cost Health Care Six Sigma Insourcing 8

Lead Change Blog

JANUARY 9, 2017

The good news is that you don’t need a specific step-by-step plan for the infinite number of problems you might face. In this post, Virtual CFO Jon Verbeck helps readers get back to basics—explaining that we’re in business to make a profit (which can help us do good things). David shares a better way to meet your leadership challenges.”

Leadership Development 150

Leadership Development Development Leadership Ethics 150

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.”

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

AUGUST 24, 2016

For example, we assess whether leaders are able to generate compliance with or genuine commitment to their plans. We have many ways of assessing the extent to which leaders are successful at influencing others. We measure how quickly leaders can implement and overcome resistance to change.

Influence 8

Influence Six Sigma Open-book Diversity 8

Harvard Business Review

JANUARY 12, 2015

One CEO told me she was considering firing her CFO because he consistently ran his monthly financial report by the Operations VP before showing it to her and, as she realized, was letting the Operations VP unduly influence when revenues and expenses were recognized. As one CEO put it: “Too much exposure to the board leads to radiation!”

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

DECEMBER 17, 2018

With rare exception, they’re not satisfied with the status quo and are driven to innovate and change. And yet that drive for innovation fails to reach most people on their team — at least not in a way that employees can act on. Digital technology should be freeing us up to be more innovative and productive.

Innovation 8

Innovation Content Team Crisis 8

Harvard Business Review

OCTOBER 26, 2016

Instead she was ramping up mobile-banking operations—which competitors were also doing—and looking to experiment with something more innovative: partnerships with supermarkets and electronics stores that would allow FDM to set up kiosks within them. ” Sena assured them that no layoffs were planned.

Case Study 8

Case Study CEO Banking Agility 8

Harvard Business Review

DECEMBER 28, 2016

Most CX programs are broken in similar ways: They are not designed with change or innovation in mind. Mistake #1: Forgoing change and innovation. This will give you clarity and confidence in what you’ve seen, how the pieces of the puzzle fit together, allow hypotheses to be formed and plans for change to be made.

Attrition 10

Attrition Metrics Net Present Value KPI 10

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. By establishing the Innovation Office , and empowering me with resources to run it, he sent a crucial signal to the organization that innovation is on top of his agenda.

Innovation 11

Innovation CFO Learning-by-Doing Brainstorming 11

Harvard Business Review

AUGUST 1, 2017

In my experience, legacy managements too frequently misunderstand recommenders’ role in driving innovation and cultural change. More importantly, the supplier acknowledged, the reseller typically knows more about equipment status and planned purchases than it does. Test innovative ideas? Sponsored by DXC Technology.

Engineering 8

Engineering Company White Paper Cooper 8

Harvard Business Review

JUNE 22, 2012

Bulcke communicated about gender balance regularly at management events and conferences, included it in the formal management action planning processes, and began the journey of setting 'gender balance' as a basic Nestle value for the future. Over 4,000 Nestle managers were involved in the debate and action planning on gender issues.

Leadership Pipeline 10

Leadership Pipeline CFO Committee Globalization 10