Harvard Business Review

APRIL 23, 2013

Who, for instance, would have guessed that global NGOs spend nearly 80% more to track their finances and employ nearly twice as many finance staff as comparable for-profit multinationals? In time, corporations learned to build the administrative and technical infrastructure needed to manage their sprawling operations.

Globalization 8

Globalization NGO Benchmarking Decentralization 8

Harvard Business Review

JANUARY 16, 2017

Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling. Another CEO used prodigious management skills to successfully consolidate, grow, and dramatically increase the efficiency of a vertically integrated industrial company. I have seen this manifest itself three ways.

Company 8

Company CEO Finance System 8

Harvard Business Review

APRIL 28, 2015

For example, I once helped survey US global money managers. Spending time early in your career in a frontier market has a lasting impact on all your subsequent management decisions. They reflect a decentralized, de-institutionalized commercial structure that’s now clearly part of the US economy (think of food trucks or Uber).

Marketing 8

Marketing Career Wireless Decentralization 8

Harvard Business Review

NOVEMBER 29, 2010

You might say that a radically decentralized, p2p financial system spontaneously arose. More on: Economy , Finance , Global business Join the Discussion | Email/Share Previous Making Room for Reflection Is a Strategic Imperative Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. By mid-2004, however, the operation was mired in conflict over control and differences in management style.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

OCTOBER 28, 2014

Concerns that it wouldn’t have enough cash to finance its holiday stock has apparently led to the company to sell real estate, spin off its Lands’ End brand, and raise $625 million in unsecured loans and equity warrants. Competition Leadership Retail' But then “Sears found the answer first,” Worthy reports, in 1924.

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

DECEMBER 13, 2017

A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership. When CEOs lack this expertise, they are more likely to manage R&D “by the numbers,” despite the fact that those numbers are more elusive than those for capital and advertising.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

DECEMBER 8, 2016

Rogier hadn’t once mentioned holacracy or self-managed teams, even though the executive team and the board had been talking for months about transitioning to just such a system at the global construction company. But the decentralization debate was different. Listening, Derek Melis, his friend and CFO, was relieved.

Case Study 8

Case Study Decentralization CFO Construction 8

Harvard Business Review

NOVEMBER 20, 2013

Beijing-based telecom security company NQ Mobile has gone so far as to create a separate headquarters in Texas for its developed-market business, managed by an American co-CEO and entirely comprised of American employees. A local, adaptive culture, not just presence, is vital for Chinese brands to make the right decisions overseas.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

MARCH 16, 2012

"Leadership" has changed when a decentralized group of people can take down a government. While management often espouses the notion that good ideas can come from everywhere, in practice there are "thinkers" who create strategies and designated "doers" who execute those strategies. What could you do together?

Christensen 16

Christensen Business Model Decentralization Innovation 16

N2Growth Blog

NOVEMBER 4, 2010

with the only outcomes being failed initiatives and splintered management teams. Leadership : There are a number of ways to get in trouble here…poor leadership, no leadership, or fractionalized leadership can all be quite problematic.

Blog 285

Blog Marketing Succession Brand 285