The Horizons Tracker

JANUARY 12, 2020

In the aftermath of World War 1, the Austro-Hungarian, German and Ottoman empires collapsed, leading to a plethora of new countries emerging and a fundamental restructuring of the world’s borders. It sets precedent, goals and ideals to aspire to, overachieve or even fail.” .” Erecting boundaries. Limited impact.

Environment 52

Environment Definition Restructuring Policies 52

Harvard Business Review

OCTOBER 5, 2012

In sum, CEOs need a frugal innovation agenda. Frugal innovation is the ability to innovate cost-effectively and sustainably under severe resource constraints. Carlos Ghosn isn't the only CEO spearheading the frugal innovation revolution. These visionary CEOs aren't caving in to Wall Street's demands for short-term gains.

CEO 15

CEO Innovation Restructuring Incentives 15

The Practical Leader

APRIL 17, 2024

Priority Overload Less effective managers (often micromanagers) confuse motion with direction and “busywork” activity and meaningful results. A management group of a struggling administrative section in a large bureaucratic organization, were discussing how well they’ve done in moving paperwork through their organization.

Teamwork 104

Teamwork Restructuring Project Micromanagement 104

Strategy Driven

JANUARY 12, 2024

The innovations are endless, from peer-to-peer payments to automated portfolio managers and trading platforms. Streamlined Processes Fintech innovations have transformed the financial sector, fostering inclusivity, enhancing operational efficiency, and facilitating personalized customer experiences.

Finance 109

Finance Technology BPM Company 109

Harvard Business Review

OCTOBER 5, 2012

In sum, CEOs need a frugal innovation agenda. Frugal innovation is the ability to innovate cost-effectively and sustainably under severe resource constraints. Carlos Ghosn isn't the only CEO spearheading the frugal innovation revolution. These visionary CEOs aren't caving in to Wall Street's demands for short-term gains.

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

JUNE 29, 2015

Second, the main goal of PE investors is to increase a firm’s value so that it can be sold for profit. And a recent working paper out of the Dusseldorf Institute for Competition Economics ( DICE ), a think tank of sorts, focuses on the latter by exploring whether leveraged buyouts (LBOs) make firms more innovative.

LBO 8

LBO Innovation Sample Short-term 8

Harvard Business Review

NOVEMBER 19, 2013

Increasing creativity and innovation is not only on the priority list for start-ups; it’s also a strategic goal for CEOs of small, medium, and large-sized companies. As companies grapple with long odds on innovation like these, they are also looking for ways to improve the likelihood of their intrapreneurial success.

Innovation 9

Innovation Company Entrepreneur Constraint 9

CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

MAY 19, 2015

His letter announced a compensation restructuring, which accompanied a dismantling of hierarchy and the introduction of self-managed, self-organizing teams throughout the company. Innovation, customer delight, and profits would all follow from it. Two years in, Stayer fired three top managers because they kept deferring to him.

Management 8

Management Long-term System Delegation 8

Harvard Business Review

OCTOBER 28, 2011

Its opening sentence: "Despite another quarter of robust corporate profits, an ominous impulse is stirring at many big companies — restructuring.". In his work on responsible restructuring, Cascio discovered profitable alternatives to employee layoffs. This strikes us as a knee-jerk reaction and a bad idea.

Restructuring 11

Restructuring Open-book Creativity Motivation 11

Harvard Business Review

JULY 21, 2016

And we have figured out why: analytics forces changes on the C-suite that the CEO has to anticipate and manage, but many don’t. The findings show that fewer than half of analytics programs met initial return-on-investment (ROI) goals. Frequent restructurings of the analytics function. Choose the right analytics leader.

CEO 8

CEO Competitive Advantage ROI CFO 8

Center for Creative Leadership

SEPTEMBER 16, 2020

Most change-management ventures fail. This leader is seen as having the potential to bring different informal networks together, fostering collaboration and a more innovative, multi-disciplinary approach to enhancing the customer experience, a key priority for the CEO. Coaching for Change Has a Different Objective.

Development 105

Development Executive Coaching Objective Audience 105

Harvard Business Review

DECEMBER 1, 2016

” In other words, they practice an entirely new model of management. Our research, which we call the “digital DNA,” identified 23 new management practices CEOs should consider, focusing on empowerment, experimentation, collaboration, data, and speed. And their CEOs are leading the charge.

CEO 8

CEO Metrics Leadership Business Model 8

Harvard Business Review

MAY 21, 2018

Although concerned leaders try to address this problem in many ways — teamwork exercises, mentorship, perks, innovative office spaces, and incentive programs — their solutions miss a simple but pivotal point: Employees are engaged by engaging jobs. Establish Clear Goals for the Big Thinkers. This was the story with Amanda.

Creativity 9

Creativity Restructuring PR Mentor 9

Harvard Business Review

JUNE 22, 2015

Much of how I view sustaining an innovative business culture comes from observing my husband maintain those cell cultures. Most innovative companies have an impressive ability to generate lots of ideas. As the cells used nutrients, they produced byproducts, some of which were inhibitory to growth, and even toxic. Gore & Assoc.,

Innovation 8

Innovation Restructuring Rogers Consensus 8

Harvard Business Review

JANUARY 7, 2014

This month he’s publishing his second book based on the interviews: “Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation.” He talked with HBR about why a company’s culture is more important than its strategy — and some of the innovative tactics that CEOs have used to help create a high-performing culture.

CEO 12

CEO FAQ Restructuring Performance Review 12

Harvard Business Review

DECEMBER 27, 2016

For example, Google’s restructuring into Alphabet highlighted just how much the company is spending on new businesses, from self-driving cars to space exploration and more. economy is not just the opportunity for raw innovation, but the ability to scale new technologies within large global companies.

Company 11

Company Supply Chain Retail Bureaucracy 11

Harvard Business Review

JANUARY 28, 2014

That’s the management goal that Tony Hseih, founder of e-commerce giant Zappos, aims to achieve by the end of 2014. Think of it as management operating system 3.0. Management consultant Brian Robertson took that idea and founded HolacracyOne, a firm dedicated to helping companies (including Zappos) achieve this corporate ideal.

Koestler 13

Koestler Company Restructuring Travel 13

Harvard Business Review

JULY 22, 2015

Skill development is clearly a major priority for companies and managers these days. People are also being asked by their bosses or HR to attend conferences, read case studies, watch videos, and try their hand at simulations, all with the goal of picking up new ideas and techniques. Tie goals to concrete results. Do it fast.

Project 8

Project Parcell How To Short-term 8

Strategy Driven

MARCH 18, 2011

The goal is balance: A coherent company strikes a balance where the right product and service portfolio naturally thrives within a capabilities system consciously chosen and implemented to support a deliberate strategy or way to play. It’s a ‘sharp pencil’ capabilities system rooted in superior information.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MAY 5, 2016

Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. They see disrupted incumbents from retail, finance, health care, transportation, professional services, and manufacturing requiring radical restructuring of assets, productivity , and innovation.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

JUNE 19, 2015

“Organizations need to keep changing, adapting, and innovating,” he says. ” But it’s not only the success of your company that’s at stake, says Susan Ashford, professor of management and organization at Michigan’s Ross School of Business. “If they don’t, they stagnate and disappear.”

Project 8

Project Restructuring Hotels Case Study 8

Harvard Business Review

NOVEMBER 29, 2012

What made the difference between these two experiences was that the project's leader, Stein Ove Fenne, managing director at Tupperware Nordic A/S, focused on building emotional capital in driving the initiative. Enjoyment is well known to be a strong motivator of innovation.

Media 16

Media Consultative Restructuring Execution 16

Harvard Business Review

MAY 23, 2012

One path to this third goal — call it Type 1 feedback — is closed-loop communication with customers. When Sir Christopher Gent headed Vodafone in the 1990s, for example, he brought his management team and board together every year to ask what business the company was in. When it gets to 50, turn out the lights.

Merchandising 13

Merchandising Metrics Restructuring Library 13

Harvard Business Review

SEPTEMBER 22, 2014

The chief responsibility of any board is management of the senior executive. When it comes to managing the CEO, many boards underperform. Books and articles abound on how to manage the arrival of a new leader. Consider the organization’s potential growth, restructuring, new programs, and strategies. “I Here are the keys.

Survey 8

Survey CEO Restructuring Execution 8

Harvard Business Review

SEPTEMBER 5, 2013

The ability to immerse oneself in terabytes of data, identify (individually or collaboratively) what''s most important and restructure it in an accessible, meaningful and usable form for a variety of audiences will increasingly be an essential skill. Planning and successfully executing a complex meal is an exercise in project management.

Class 9

Class Education Supply Chain Sports 9

Harvard Business Review

FEBRUARY 8, 2013

Some innovative and determined professionals working in world's largest and most complex corporations are choosing to stay put and use their corporate platforms to lead change. Their ideas for products, services and management practices may not survive market tests. Take James Inglesby at Unilever, for example.

Real Estate 8

Real Estate Constraint Entrepreneur Restructuring 8

Harvard Business Review

JANUARY 23, 2014

A few years ago Dave Ulrich, a management thought leader from the University of Michigan, made a comment I found both insightful and profound: “ Every leader needs to have a model of organization design.” An effective organization design model guides a manager in answering five fundamental questions in a thoughtful and well-integrated way.

Ulrich 8

Ulrich Cost Efficiency Consultative 8

Harvard Business Review

JANUARY 3, 2014

Did departmental restructuring cause too much stress? After forcing Nardelli out in 2007, founder Bernie Marcus got the company back on the competing-by-boosting-margins-through-innovation road. The goal, writes Aimee Groth, is "radical transparency" in which employees "have the flexibility to pursue what they''re passionate about."

Merchandising 8

Merchandising Budgeting Restructuring PR 8

Harvard Business Review

JUNE 20, 2014

When Deborah DiSanzo took over as CEO of Philips Healthcare in May 2012, she knew that engineering would continue to drive innovation. When making a purchase decision, customers use an average of six different channels, which are often managed by different parts of the organization. Who should lead our transformation?

CEO 8

CEO Marketing Hotels Long-term 8

Harvard Business Review

JUNE 23, 2015

Here at Machine Shop , the wholly owned innovation company of the alternative rock band Linkin Park, we identified the need to think differently years ago. For more than a decade, Linkin Park and Machine Shop enjoyed success and continued to innovate. of course). Photo by Lorenzo Errico. Enter Harvard Business School.

Business Model 8

Business Model Merchandising Restructuring Fashion 8

Harvard Business Review

APRIL 23, 2018

Though many would call that decade NASA’s golden age, we’d argue that NASA’s innovation and influence is even greater today. NASA has moved from being a hierarchical, closed system that develops its technologies internally, to an open network organization that embraces open innovation, agility, and collaboration.

Budgeting 8

Budgeting Technology Innovation Operations 8

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

DECEMBER 3, 2018

Council of Institutional Investors (CII), representing managers of $25 trillion assets, recently demanded limiting any company’s dual-class share structure to seven years. The costs of letting management entrench itself eventually outweigh the benefits of shielding the company from short-term investors.

Class 10

Class Maturity IPO Short-term 10

Harvard Business Review

SEPTEMBER 17, 2015

It seems that every week, one or another announces a new “Center for Health Care Value” or “Center for Health Care Innovation.” Outcomes define the goal of the organization and set direction for its differentiation. Few health care organizations have made it their explicit goal to deliver excellent outcomes.

Health Care 8

Health Care Fraser Price Compliance 8

Harvard Business Review

FEBRUARY 24, 2016

Culture, and how to build and sustain one, is one of the toughest challenges for managers, especially in today’s fast-paced, highly competitive organizations. How do you manage the evolution of your company’s culture, and hold on to what makes you great, even as you change and grow?

Technology 8

Technology Company Tools Information 8