Decentralization Finance Leadership Productivity 
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. . Leadership Practices to Watch. What are a few leadership behaviors that destroy organizations by making them less agile? Northern Command. Take a smart risk.
Leading Blog
NOVEMBER 3, 2023
And just to make things interesting, do it in a decentralized organizational construct where laws, standards, and procedures aren’t as tightly controllable as within a single company. Even worse, functional processes — finance, human resources, sales, etc. logistics, and finance. finance, I.T., Recall how the U.S.
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Harvard Business Review
FEBRUARY 20, 2017
We don’t stop at interviewing and choosing good candidates; we give them detailed insight into the company’s finances, strategy, individual consultant performance, and implications on compensation so they can make a fully informed decision about whether to join us. They feel true ownership.
Harvard Business Review
MAY 31, 2018
Customers overwhelmingly prefer products tied to a social cause. Manage people effectively through decentralized teams across organizations. Cross-sector partnerships thrive through a network of decentralized leaders and managers who operate independent programs or organizations.
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? Decentralized, program-focused operations also squander precious dollars. Hence, the comparatively high cost of NGOs'' bookkeeping operations.
Harvard Business Review
JANUARY 16, 2017
Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling. It may be investing in a product it doesn’t understand, which happened at Lehman Brothers during the global financial crisis. The finance group scrutinizes capital requests. The second is the divergent aspect.
Harvard Business Review
AUGUST 6, 2014
In each iteration, we spent a lot of time thinking about what might make the best use of our existing product. 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.
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