Harvard Business Review

OCTOBER 10, 2017

But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. When Bernstein hid a set of production lines from managers’ view, the performance of employees on those lines increased by 10% to 15%. Every high performer needs both.

Organization 12

Organization Tactics Call Center Metrics 12

Harvard Business Review

FEBRUARY 20, 2018

Today more companies are operating in knowledge and service economies. Career is about work: having a job that provides autonomy, allows you to use your strengths, and promotes your learning and development. Our engineers care a lot about community, giving it an average rating of 4.18 Finally, we turned to function.

Maslow 15

Maslow Company Motivation Engineering 15

Harvard Business Review

DECEMBER 31, 2015

They saw it as an opportunity to completely transform the operation to improve care and the patient experience and to lower costs. To that end, they decided to have a team study how care is delivered, identify the barriers to smooth operations, and fix the barriers. It was fully integrated into emergency room operations at St.

Technology 8

Technology Mayo Health Care Engineering 8

Great Leadership By Dan

JUNE 7, 2018

With One Ford, he put the purpose and values of the Ford brand at the center of the organization and unified the company’s people, plans, operations, and products to restore the brand to automotive leadership. But one angle that hasn't yet been covered is the brand-inspired cultural revolution he led inside the organization.

Brand 193

Brand BPR FOB Automotive 193

Harvard Business Review

JULY 10, 2012

The best CEOs call on their management toolkit to transform sales into a growth engine by focusing on three actions in particular: Crank up the analytics. CEOs generally don't want changes to how their sales force operates for fear of killing the golden goose. But cutting cost does not mean cutting revenue.

CEO 15

CEO 360-Degree Feedback Contract Manufacturing Supply Chain 15

Harvard Business Review

JANUARY 10, 2012

Only a distinct minority of companies are truly adept at succession planning and career development — and even these firms tend to focus on only a few senior-level people. Worse, most managers operate under four misconceptions regarding career advancement. The belief that producing results in your current job is sufficient.

Positioning 15

Positioning Career Execution Project 15

Harvard Business Review

MAY 15, 2018

Organizations need to be continually on the lookout for new market developments and competitive threats, identifying essential experts and nimbly forming and disbanding teams to help tackle those issues quickly. Set up “communities of practice” or business development initiatives to help share expertise or resources.

Agility 14

Agility Team How To Project 14

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. Develop internal learning and reflection systems. — to embed problem-finding.

Company 8

Company CEO Finance System 8

Harvard Business Review

APRIL 3, 2013

For a senior executive I'll call Karen, one of those defining moments came most unexpectedly when her boss tried to give her a one-line performance review for the third year in a row. Somehow, amid the pressures to meet operational goals and balance budgets, she had failed to notice the full implications of that shift.

Compliance 8

Compliance Project Performance Review Executive Coaching 8

You're Not the Boss of Me

JUNE 15, 2009

The Penguins were delighted with the idea that Perry would bring a refreshing new perspective to their operation and Perry, being an ambitious sort, was equally delighted to be chosen. Our brains are difference engines, trained to find and deal with patterns and their disruption. But then, the tide changed.

Gordon 46

Gordon Open-book Library Diversity 46

Strategy Driven

AUGUST 3, 2012

Business development. There is the need to develop better information to help management make better decisions. There is a sense that company operations are out of control. Branch 2: Environmental, safety, IT systems design and computer software, training for computers and technology, architecture, engineering and legal.

Review 57

Review Company Strategic Planning Industry 57

Harvard Business Review

NOVEMBER 25, 2015

We’ve found that answering three questions can help transform culture from a mystery to a science: 1) How does culture drive performance? In this article, we address each of these to show how leaders can engineer high-performing organizational cultures — and measure their impact on the bottom line.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

You're Not the Boss of Me

JANUARY 4, 2010

It is the core facet of how humanity has operated since history began; to share resources, to learn, and to instruct in kind. Jonena (Employee performance improvment consultant) Reply Gwyn Teatro January 7, 2010 at 10:34 pm Hi Jonena, Right! There really isn’t anything new about that at all, in effect. Time for a revolution, I say.

Learning-by-Doing 41

Learning-by-Doing Media Blog Technology 41

Harvard Business Review

SEPTEMBER 5, 2016

Operating decisions are almost entirely decentralized. Nearly all of these practices run counter to conventional banking wisdom, which holds that to be efficient a bank must consolidate operational activities and centralize decision making on matters like pricing and lending. The case of Svenska Handelsbanken is illustrative.

Cost 8

Cost Bureaucracy GDP Management 8