The Practical Leader

APRIL 17, 2024

Partial and Piecemeal Programs The senior management team of a large national retailer, enjoying a dominant position in its markets, realized they had to make several radical changes to reduce costs while boosting service levels. ” How hard we work is less important than what we accomplish.

Teamwork 104

Teamwork Restructuring Project Micromanagement 104

The Practical Leader

APRIL 6, 2022

And don’t delegate purpose to marketing. ” Discount retailer: “ Making our customers’ lives better through lower prices, greater selection, and higher value.” BUT … the authors warn against trying to rally people around a cause if you don’t actually have one.

Mintzberg 111

Mintzberg Pharmaceuticals Energy McKinsey 111

Harvard Business Review

MAY 20, 2016

If we’re going to scale successfully at the pace we’ve laid out, we’ve got to execute faster and delegate more. For example, a digital marketing director at Daniel’s company wanted to gain greater visibility and impact beyond her area of focus. I want you pushing hard on your teams. Create feedback loops.

Brainstorming 11

Brainstorming Leadership Delegation Self-aware 11

Harvard Business Review

JULY 3, 2014

Consider the case of a specialty retailer whose CEO was retiring after a long, successful run. From the outside the process might look like solid work, following best practice. But the board has essentially abdicated its most important responsibility.

CEO 15

CEO Six Sigma How To Apparel 15

Harvard Business Review

APRIL 1, 2014

At the other end of the spectrum, at a consumer packaged goods company, part-time merchandisers perform activities such as stocking shelves, setting up displays, and conducting inventories in retail stores. The merchandising force operates with an unusually high span of control of 50 merchandisers per manager. People management.

Span of Control 8

Span of Control Company Merchandising Management 8

Harvard Business Review

SEPTEMBER 27, 2016

And they constantly review the 60 percent to decide if really need to do them or can delegate them to others. One pharmacy retail chain CEO who wasn’t particularly good at investor relations simply hired people who were better and entrusted them with that duty. Then they go back to selling. But I don’t have to fix them.”

CEO 8

CEO Class Chief Executive Officer Strategy 8

Harvard Business Review

JANUARY 27, 2017

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. Computational autonomy requires that C-suites revisit the hows and whys of delegation. At one American retailer, an autonomous ensemble of algorithms replaced the entire merchandising department.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JULY 3, 2014

Consider the case of a specialty retailer whose CEO was retiring after a long, successful run. From the outside the process might look like solid work, following best practice. But the board has essentially abdicated its most important responsibility.

CEO 8

CEO Six Sigma How To Apparel 8

Harvard Business Review

APRIL 25, 2014

Then Costco came knocking on Dave’s doors to supply its warehouse clubs, but Dave’s had to turn the giant retailer down. The best midsized companies delegate recruitment and training to the HR function (which may need to be built up), which allows functional heads to focus on their daily activities. Later that year, Dave’s got $2.1

Operations 8

Operations Company Supply Chain Short-term 8

Harvard Business Review

APRIL 29, 2015

Accordingly, it consists of a collection of broadly defined markets (“where to play”) and strategies (“how to win”), rather than a group of more fully defined businesses. area health care market has indeed shifted. Competing in New Ways.

Strategy 8

Strategy Long-term Health Care Insurance 8

Harvard Business Review

MAY 19, 2015

Tony Hsieh, the online retailer’s CEO, is but the latest in a long line of elite revolutionaries—larger-than-life corporate leaders who claim that meaning is more precious than money. Self-managed and self-organizing systems are meant to make a company more flexible in ever-shifting markets.

Management 8

Management Long-term System Delegation 8

Harvard Business Review

APRIL 25, 2014

Digital channels have upended the well-trod ruts of sales and marketing organizations — already, nearly a third of all B2B purchases are done digitally. Rather than being overwhelmed, the best sales leaders have figured out how to overcome this complexity to drive above-market growth. They use as many channels as they can.

Marketing 11

Marketing ROI B2B Team 11

Harvard Business Review

JUNE 15, 2015

Delegate the work to your analytics technologies. Here are ways to delegate the work to your analytics technologies: • Next-Gen Business Intelligence (BI) and data visualization. As a result, the firm experienced improved processing time by several hours, generating quicker insights and a faster reaction time.

Strategy 8

Strategy Supply Chain Technology Banking 8

Harvard Business Review

APRIL 24, 2018

These days, however, sustainability discussions are more often focused on the actions of consumer product, retail, and tech brands. And the biggest buyer is China, which sent a sizable delegation. Second, the rise of the clean economy is creating new, exciting growth markets for copper. And EVs need a lot of copper.

Energy 8

Energy Trends Globalization Industry 8