N2Growth Blog

JUNE 29, 2010

Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help even out the uneven.

Blog 313

Blog Brand CEO Consultative 313

Harvard Business Review

OCTOBER 1, 2018

Many managers want to be more inclusive. For the most part, managers are not given the right tools to overcome the challenges posed by implicit biases. But this demands a lot of cognitive energy, so over time, managers go back to their old habits. PATRIK STOLLARZ/Getty Images. But they don’t know how to get there.

Power 12

Power Management Diversity CFO 12

Harvard Business Review

MARCH 2, 2017

” The management literature is overflowing with advice on becoming the boss. With transparency in succession planning becoming a priority, career management for senior executives becomes easier. You can be stronger at one of them, but you need to know how to manage both. State your ambition.

CFO 8

CFO How To CIO Finance 8

Strategy Driven

JANUARY 28, 2011

Dirty Little Secrets offers dozens of examples to clarify precisely how buying decisions can be facilitated through the right kind of questions, including an in-depth case study of a marketing manager who recognizes the need for a better website and wants to bring in an external design team. The result?

Servant Leader 50

Servant Leader Newsletter Resources CFO 50

Harvard Business Review

NOVEMBER 25, 2013

In our work with clients across dozens of sectors over more than five years, we have found that the strongest CMO/CFO partnerships develop when both parties undertake five actions: 1. CMOs need to start building this relationship by having a clear understanding of what CFOs expect.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

APRIL 19, 2011

Sebell (mark@creativerealities.com), who are managing partners at Creative Realities, Inc. a Boston-based innovation management collaborative. In interviews with a dozen senior managers from a large company, two particular failures came up over and over again. Create a knowledge management system. Triage the failures.

NPV 16

NPV ROI CFO Consensus 16

Miles Anthony Smith

MAY 2, 2018

Graham Keen "Inspirational CEO/CFO turned positive-psychologist resiliently transforming businesses & financial performance." Jacoway "I leverage my avid love of learning and mastery of online technology to facilitate career management for trend-setting professionals who strive to be dynamic and high achieving in their business."

Brand 68

Brand Examples Career Godin 68

Harvard Business Review

AUGUST 29, 2016

Success was measured quantitatively by the firm’s performance (profit and growth) vs. that of its competitors, and also qualitatively by interviews with senior executives who were involved, but not deeply invested, in the efforts (typically the CFO). In all too many cases, the CEO devoted little time to trying to manage this dynamic.

CFO 9

CFO Competitive Advantage Budgeting CEO 9

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

MARCH 19, 2015

Unlike his older brother, however, Charles has stayed and manages to survive and thrive. Significantly, he converted to a new religion in his early 20s despite his father’s vociferous objections. ” His identity as a family member undermined his professional growth and effectiveness as CFO. Create healthy silos.

CFO 8

CFO Retail Follow-up System 8

Harvard Business Review

NOVEMBER 30, 2018

We often think we’re starting far ahead of where we objectively are and that we’ve arrived when we’re still hundreds of miles from our goal. There are two types of experiences that will accelerate your development — functional experiences and management experiences. Ask for insights.

Career 8

Career Chief Financial Officer Supply Chain Chief Information Officer 8

Harvard Business Review

DECEMBER 11, 2018

Companies are spending millions on digital transformation, yet studies find many leaders feel their projects aren’t achieving their objectives. trillion will be spent by companies on digital transformation, yet over 70 percent of those projects will not achieve their intended objectives. ” Download this interview.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

JANUARY 14, 2015

.” The first step is to create a system that allows executives to talk candidly with their managers about what is most important to them professionally and personally and how their organizations might support these goals given their key work responsibilities. Ten years later, he was the global CFO of his firm.

CIO 8

CIO CFO Crisis Execution 8

Harvard Business Review

MAY 31, 2011

Just when you think she's gone too far, that she must now tip into the ridiculous, she manages to redeem herself. I was giving a talk to a roomful of managers about contemporary culture the other day, and someone asked darkly what I thought of the "dissoluteness." No gesture is too grand. No outfit too exaggerated.

CFO 14

CFO Objective Video Fashion 14

Harvard Business Review

SEPTEMBER 29, 2011

Virtually all leaders espouse the benefits of a strong management team. 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. However, they use starkly different levers to build one. Don't get me wrong.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

JUNE 28, 2013

As one CFO told me, the phrase "IT Risk" contains two dirty words. Fortunately, there is a way to talk about IT risk — and understand risk — in terms that make sense to every manager. If you''re like managers in most companies, you tend to have conversations about these four A''s in silos, if at all. Then listen.

Agility 8

Agility How To Incentives CFO 8

Harvard Business Review

APRIL 15, 2015

Although the brothers were effectively the CEO, COO, and CFO, they wouldn’t talk to one another for months after a fight, not even on business matters. Family members call in insiders; non-family managers and employees, for example; to serve as pawns in a game that nobody will win. 4) Alliances form. 5) Proxy wars are unleashed.

CFO 8

CFO Positioning COO Rogers 8

Harvard Business Review

MARCH 29, 2013

If that sounds like your manager, write your appraisal in a way that allows him to copy and paste from your form to his, replacing every "I" and "my" with "she" and "her.". If you're having a significant problem with a co-worker, talk to your manager long before the review — with the door closed, not in a written document.".

How To 10

How To Review Case Study Ryan 10

Harvard Business Review

JANUARY 15, 2016

” and “Work on my time management!” And how can we take the bull by the horns rather than waiting for our managers or organizations to do it for us? What were the roles that others could play, and which ones were especially critical for each leader’s goals and objectives for the year?

Safe Harbor 8

Safe Harbor Goal Class Self-aware 8

Harvard Business Review

SEPTEMBER 11, 2017

Set up a simple workflow to manage customer requests. This won’t be a “Chief Customer Officer” or a “Customer Success Manager.” The expanded focus on the customer requires a different type of leader who can manage both the existing team, and build your customer success function. What to do.

Metrics 14

Metrics Engineering Efficiency Learning-by-Doing 14

Harvard Business Review

JULY 14, 2017

Retailers like Walmart and Macy’s manage a supply chain, buying and reselling their own inventory. Let’s see what happens when we connect them rather than manage them — that is, focus on the links rather than the nodes. We normally think of people as something to be managed. Human capital. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

FEBRUARY 17, 2016

Whether or not you hold the purse strings for your team or organization, this is a tough situation for managers. Most managers do, says Dick Grote, performance management consultant and author of How to Be Good at Performance Appraisals. Managers are struggling to figure this out.” How should you respond?

How To 8

How To COO Report Follow-up 8

Harvard Business Review

APRIL 22, 2011

Between the inner and outer doors of Circale Corporation's headquarters building, human resources VP Nils Ekdahl crossed paths with CFO Anita Fierst as he was leaving for lunch. "We It had been designed to ensure the objectivity of decisions about post-merger personnel cuts. The CFO was right: Milanese was indeed a perfectionist.

Case Study 13

Case Study P&L Performance Review Review 13

Harvard Business Review

MARCH 7, 2017

Just as striking is her description of Uber’s HR organization, which advised Fowler that because the manager in question was a high performer, HR did not feel comfortable punishing him. Uber CEO Travis Kalanick and prominent board members, with the cooperation and support of the head of HR, have initiated an investigation.

Compliance 12

Compliance Hedge Human Capital Finance 12

Harvard Business Review

DECEMBER 17, 2018

If I were the CFO of a manufacturing company and was asked by the board for my manufacturing capacity utilization and I said I didn’t know or that it was only 40%, I’d probably get released to ‘pursue other opportunities.’ on digital transformation , 70% of which will not achieve their stated objectives.

Innovation 8

Innovation Content Team Crisis 8

Harvard Business Review

OCTOBER 7, 2015

The success of an activist strategy is contingent upon placing a management team in an extremely reactive, frenzied and compromising position. Because by the time the activist has engaged senior management, they have already performed extensive due diligence on the company and have a detailed strategy they intend to pursue.

How To 8

How To Due Diligence Strategy Proposal 8

Harvard Business Review

MARCH 7, 2011

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). In some of these companies, senior managers were dubious about the claims.

Six Sigma 15

Six Sigma BPM Process Hammer 15

Harvard Business Review

MAY 14, 2012

When they attack an idea, it's because they perceive that idea to be a foreign object trying to harm the stability of the organization. They were the people whose job it is to worry about risks to the on-going organization — legal, risk management, finance, IT, and the brand team. Getting the General Managers on Board.

Innovation 12

Innovation CFO Learning-by-Doing Brainstorming 12

Marshall Goldsmith

SEPTEMBER 26, 2012

You don’t get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently. Behavioral issues become so important in upper management. Who would you rather have as a CFO? But it’s a problem when we deploy it at the service of objectives that are not worth the effort.

Skills 114

Skills CFO Cost-Benefit Analysis Welch 114

Marshall Goldsmith

MARCH 1, 2011

You don't get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently. Behavioral issues become so important in upper management. Who would you rather have as a CFO? A moderately good accountant who is great with people outside the firm and skilled at managing smart people?

Skills 123

Skills CFO Cost-Benefit Analysis Welch 123

Harvard Business Review

MAY 29, 2014

In my career studying organizational behavior, I’ve had the privilege of witnessing some incredibly effective conflict management techniques. Stay focused on the most essential objectives. It helps to understand what others’ objectives and measures are, which requires looking at the world through their eyes. Focus On: Conflict.

CFO 13

CFO Organizational Behavior Objective Learning-by-Doing 13

Harvard Business Review

JUNE 20, 2011

We manage numbers because it's easier. We focus on stuff that matters, surely, but we are doing the thing of managing the measurable, rather than the meaningful. Management experts, marketplace results, and thorough research all proves that people are central to what we produce today and how well we can produce results.

Succession 16

Succession CFO Collins Bottom-up 16