Decentralization Finance Leadership Operations 
Skip Prichard
NOVEMBER 15, 2019
and is an expert on risk, strategy, and finance. The combination of business and military leadership experience added insight and perspective to their book. . It is a new, more advanced way of studying environments, making decisions, building cultures, and operating on a day-to-day basis. Leadership Practices to Watch.
Leading Blog
NOVEMBER 3, 2023
That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. logistics, and finance.
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Harvard Business Review
MAY 31, 2018
. “To prosper over time,” he argued, “companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” Through a well-structured operating process, partners expand and align their efforts and draw on comparative strengths.
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.
Harvard Business Review
FEBRUARY 20, 2017
More than 80% of our work is done by teams of consultants and staff who operate out of their home offices. As a leadership team, we strive to maintain consistency in the outcomes for each role so everyone knows exactly where the bar is and that it is not going to change unexpectedly. The advisory firm we work for is one such company.
Harvard Business Review
JULY 30, 2014
Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance). This is both unfair and simplistic. It ignores what I call the 20-60-20 rule.
Harvard Business Review
JANUARY 16, 2017
Their operating environment changes in a way they don’t recognize, or they take on a project that they believe is within their capability but isn’t. But as the organization grew, its operations became more complex. Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling.
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