Harvard Business Review

OCTOBER 15, 2013

While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. Goal setting : As a rule, CEOs don’t give enough attention to setting goals.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

JUNE 11, 2014

Zappos is getting rid of traditional management structures and even job titles. Jen Su points to risk management as an area where your new organization might welcome more formal processes. “If She’s also keeping her eye out for situations in which she can explain the benefits of more formal project management tools. “I

Process 8

Process P&L Case Study Software 8

Harvard Business Review

AUGUST 25, 2014

Dorsey focuses on Fred Thomas and his sales team and the sometimes strange but effective motivational techniques of his district manager, Frank Pacetta. And appropriate incentives are a necessary but not sufficient cause of getting field behaviors to align with company goals. You ultimately can’t substitute money for management.

Strategy 12

Strategy P&L TQM Strategic Planning 12

Harvard Business Review

NOVEMBER 22, 2016

In the past, marketers have struggled to deliver the higher response rates they need from existing customers — a smaller group than potential new customers. Digital channels now allow companies to fine-tune marketing messages based on observed behavior. USAA is something of an exception, though.

Insurance 8

Insurance P&L Telecommunications CRM 8

Harvard Business Review

DECEMBER 22, 2011

But in fact, most managers don't. Managers confuse differentiation with being different. My premise in writing Understanding Michael Porter was very simply that clear strategic thinking is essential for any manager in any setting, and Porter's work lays out the basic principles and frameworks you need to master.

Porter 15

Porter Strategy Competitive Advantage P&L 15

Ask Atma

MAY 20, 2012

So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field. Emotional control – successful anger and/or frustration management. Curiosity – inclination to learn.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

JULY 2, 2012

When I ask managers this question, most respond with a chagrined: "Not very confident.". Just as important, setting aggressive profit targets for managers with P&L responsibilities — who otherwise might not be interested in pricing — provides an extra incentive for them to focus on pricing as a means to reach their goals.

Price 14

Price Strategy P&L Incentives 14

Harvard Business Review

OCTOBER 10, 2017

Don’t Get Trapped in Your P&L. That’s why good managers put so much focus on measuring and managing return on investment (ROI) as a basic operational practice. None of these have defined revenue or profit goals, because their purpose is to explore new opportunities that can’t be quantified.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Who has P&L authority? Second, they’re specific enough to help senior management make trade-offs. It includes accountabilities.

Strategy 8

Strategy Company Banking Apparel 8

Strategy Driven

FEBRUARY 1, 2013

“If I had to sum up in one word what makes a good manager, I’d say decisiveness. ” Robert P. ” Roy L. It is possible for a company and its managers to know much about certain arts and sciences without having the will to pursue them. Marketing is more for ego reasons, rather than a careful strategy.

Strategy 57

Strategy P&L Strategic Planning Tactics 57

Harvard Business Review

JANUARY 16, 2015

Our understanding of how organizations think and act doesn’t always make this distinction between the interests of the enterprise and its managers. Sales, Marketing, GMs, Product (Business Leaders): These decision makers are directly involved in generating revenue and they are judged based on the numbers.

P&L 8

P&L Due Diligence CIO COO 8

Harvard Business Review

JANUARY 26, 2018

We were working hard on getting product-market fit right, so anything we could do to get more customers and to find the right feature mix was a critical learning opportunity. If someone had a marketing grader idea, chances are I would say “yes” to it. You need to add the word ‘no’ to your management vocabulary.”

P&L 15

P&L Strategy Press Release Marketing 15

Harvard Business Review

DECEMBER 20, 2011

While "running out" isn't really the right phrase, it's clear that delivering many commodities to market is getting harder and more expensive (we don't dig for oil a mile under the ocean for the heck of it). The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. Right now, the U.S.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

DECEMBER 17, 2012

Yet most remain uneasy or uninvolved when it comes to talking about and managing money. When she's not at work managing a portfolio that consistently outperforms relevant benchmarks, you can find her at home buying and bearing bonds. For example, Intuit helps small businesses to better manage their books — creating jobs.

Finance 8

Finance P&L Due Diligence Hedge 8

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. Nowhere was this calculation (and its impact) more evident than in the recent US presidential campaign, where one party saw women as a key strategic lever to their goal, the other a non-essential side issue.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Strategy Driven

SEPTEMBER 9, 2011

Yet for the small handful of companies that have managed to drive growth consistently – even through tough times – the payoff is great. In Discovery-Driven Growth , Rita McGrath and Ian MacMillan challenge what you thought you knew about managing growth. How do they do it? How can the doctor get that done?

Innovation 50

Innovation NPV Business Model Constraint 50