Rich Gee Group

DECEMBER 11, 2010

Operational - Know how the organization works inside and out. Sit at home and map out your operational chain from start to finish. If you are unsure or unclear about one or more of these connections, talk to your people and LEARN. What is the competition doing and how do you master the game of chess with them every day?

CEO 236

CEO Development Licensing Motivation 236

Terry Starbucker

DECEMBER 2, 2010

A lengthy New York Times Magazine piece describes how the Obama administration put too much faith in policy and gave too little attention to politics: Most of all, [Obama] has learned that, for all his anti-Washington rhetoric, he has to play by Washington rules if he wants to win in Washington. and public opinion.”

Influence 275

Influence Blog Politics Learning-by-Doing 275

Lead on Purpose

JULY 10, 2009

in the 1980s, put it this way: “In the end, all business operations can be reduced to three words: people, product and profits. With the right ‘business operations’ in place, your company will achieve success: People: In any company or organization, the real assets are the people. . People come first.&#

Succession 133

Succession CFO Ethics Taylorism 133

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

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. a holding company that operates seven distinct business. 100 COACHES.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

AUGUST 29, 2011

And when everyday crankiness is exacerbated by performance problems, then the merely grumpy can become disgruntled former employees out to do damage to the team. The former CFO did not go quietly. When faced with cranky, grumpy, or disgruntled people, these Do's and Don'ts can be helpful. Don't give them power.

CFO 15

CFO Chief Financial Officer Cooper Learning-by-Doing 15

Harvard Business Review

MAY 28, 2018

Enter “Albert”, a digital marketing platform powered by artificial intelligence (AI). I met the team at Albert (formerly known as Adgorithms) while I was doing research into artificial intelligence, machine learning, and data-driven marketing technologies for my book, Marketing, Interrupted. Insight Center.

Retail 8

Retail Audience Budgeting Advertising 8

Harvard Business Review

OCTOBER 18, 2018

Lance was struck by what he saw in CFO Damon Ewen’s file. His CFO and his sales chief had been at loggerheads for a while. “So what do we do with this info?” Clearly I’ve got to do something, though. I know that Ahmed and Damon aren’t mates, but I do expect them to be civil.”

Case Study 12

Case Study Team CFO Merchandising 12

Harvard Business Review

JUNE 5, 2018

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. Forces pushing in the other direction — toward hyperspeed — are powerful, of course. Yet the best way to succeed, paradoxically, is to slow things down.

Supply Chain 10

Supply Chain CEO Kahneman Self-aware 10

Harvard Business Review

SEPTEMBER 11, 2017

What to do. Stay focused on using customer support as a learning tool to make your product better, and listen carefully–especially to your most vocal, demanding customers. What not to do. What to do. What not to do. Don’t do it. What to do. Don’t optimize for efficiency.

Metrics 14

Metrics Engineering Efficiency Learning-by-Doing 14

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. The hospital board directors realized that most of their patients felt afraid of going blind. Insight Center.

Health Care 8

Health Care Airlines CFO Operations 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. What’s going on?

Company 9

Company IPO Price Loyalty 9

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

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

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. Or are there organizations that have their acts together and are thus more effective at learning and improving?

Health Care 11

Health Care Chief Financial Officer Comparison Quality 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. The robo-adviser team literally asked itself, “What would Amazon do?” This embodies Tim O’Reilly’s brilliant Web 2.0 Insight Center.

Engineering 8

Engineering Company White Paper Cooper 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. So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein. Comstock is out.

Ries 8

Ries Long-term Short-term Price 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 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

employees, customers, free agents, communities we operate in) and so much more. 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. Insight Center.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

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

MARCH 19, 2015

Tearful, Howard’s son quit the company, and for years stayed “all out” of the business, remaining part of the family, but harboring bitter resentments toward his father and everything to do with the family business. ” His identity as a family member undermined his professional growth and effectiveness as CFO.

CFO 8

CFO Retail Follow-up Conference 8

Harvard Business Review

NOVEMBER 18, 2013

Noski, former CFO of Bank of America. All have served at or near the pinnacle of company power, and they now bring that experience to judging who has the requisite skill-set to lead the world’s largest software maker in a fast-morphing market. It takes one, in our view, to really know one.

CEO 8

CEO Committee P&L Charan 8

Harvard Business Review

FEBRUARY 28, 2013

We learn who we are through what people say to us and about us," says Kathleen Reardon, a professor of management at the University of Southern California Marshall School of Business and author of Comebacks at Work: Using Conversation to Master Confrontation. "We Information is power.". Don't do it openly. What the Experts Say.

Reputation 8

Reputation Case Study Information CFO 8

Harvard Business Review

SEPTEMBER 21, 2015

Lotta Tindal, the chief marketing officer for the Dutch hospitality group Ervaring Hotels & Resorts, hadn’t wanted to come to the presentation, but Gerard Bakker, Ervaring’s CFO, had twisted her arm. They generate even more of your bookings and charge even higher fees here in Europe than they do in the U.S.

Case Study 8

Case Study Travel Hotels NPV 8