Eric Jacobson

MARCH 16, 2011

Only 13% of C-suite executives believe that line managers and middle managers are "chiefly responsible" for staff engagement. The report is based on a survey of 331 C-suite executives (CEO, CFO, CIO, etc.) or senior directors from 19 industries in Europe and the Middle East. "I

Execution 56

Execution CIO CFO Survey 56

Harvard Business Review

NOVEMBER 9, 2018

Take Jim, a front-runner CFO candidate for a leading medical device manufacturer on the verge of an IPO. Individuals like Denise often do extremely well in the middle management ranks but stall out on the path to the C-suite, because they seem unable or unwilling to think beyond their own division or function.

Career 15

Career CFO Sample Execution 15

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.

Cost 8

Cost Health Care Six Sigma Insourcing 8

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

JULY 21, 2017

But the ones who really understand the issue see gender balance as not just a numbers game but part of a broader, more strategic cultural shift that includes developing leadership teams representing geographically diffuse markets. The senior leadership team of 35 was dominated by Dutch men. How did he do it?

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

JANUARY 7, 2011

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. Most employees viewed it as just another management fad, sat back and waited for top management to move on to the next strategic initiative.

Process 15

Process Champy Competitive Advantage Hammer 15