Strategy Driven

JULY 28, 2019

You can see this play out in your daily operations and ultimately in the P&L. Harris is Associate Vice-President and Country Manager for Allergan PLC in Brazil. As a leader, you are constantly trying to maximize the magical effort to effectiveness equation (a.k.a. efficiency). This asset is, of course, alignment.

Agility 62

Agility P&L Intangible Assets Team 62

Women on Business

DECEMBER 28, 2010

o Make sure your position has P&L responsibility. Develop your web of influence (key stakeholders, decision makers, influencers, connectors) to assist you in reaching your goal. Create visibility and credibility for yourself in the organization. o Take on high profile projects. Identify your value proposition.

Press Release 239

Press Release PR Mentor Discount 239

LDRLB

JUNE 22, 2011

But employees also need to believe their work is manageable. The organization strongly considers my goals and values. But employees also need to believe their work is manageable. Employees are just not likely to fully invest their head, hands, and hearts in work they don’t find meaningful. Rich, et al. Simmons, Ph.D.

P&L 99

P&L Organizational Behavior Brand Content 99

CEO Blog

FEBRUARY 21, 2011

In most cases it is the biggest line on the P and L. The manager or leader can increase receptivity by sharing the good as well as any coaching suggestions. I would email our goals, I would say them in speeches, by teleconference and try to cover them whenever I could in person. Tact is key in a review.

Review 113

Review P&L Sample Open-book 113

LDRLB

OCTOBER 11, 2010

job performance, goal attainment). The authors of the study went on to offer five practical suggestions for using emotional intelligence measures in personnel selection (p. Leadership emotional intelligence employee performance evidence-based management simmons' Chose your EI measure carefully. Simmons, Ph.D.

Emotional Intelligence 94

Emotional Intelligence P&L Organizational Behavior Analysis 94

Tim Milburn

FEBRUARY 24, 2012

P urpose: What do you need to know? L earning: Where do you want to learn it from? The goal of your learning is personal growth. This is where you’ll manage your plan. If you need help getting started, here’s a rough outline for a growth plan using the letters P.L.A.N. A ssessment: How will you know you learned it?

P&L 107

P&L Learning-by-Doing Planning Letter 107

Steve Farber

MAY 31, 2017

If you don’t think you have a mentor yet, try looking at others who’ve achieved their goals and see what they learned from their mentors. Marina Lau, a senior marketing manager at JotForm, says one of her key mentors provided all sorts of practical advice, but it was all built on a foundation of creating a strong sense of inner confidence.

Mentor 74

Mentor Quality P&L Hammer 74

The Practical Leader

FEBRUARY 13, 2012

The L-word makes hard-nosed managers squirm. These are the same managers loudly pronouncing goals of higher employee engagement and increased customer loyalty. These managers use lots of “leader-speak” about vision, values, engagement, or caring but their rhetoric is heartless and empty.

Airlines 53

Airlines P&L Collins Leadership 53

Steve Farber

MAY 31, 2017

If you don’t think you have a mentor yet, try looking at others who’ve achieved their goals and see what they learned from their mentors. Marina Lau, a senior marketing manager at JotForm , says one of her key mentors provided all sorts of practical advice, but it was all built on a foundation of creating a strong sense of inner confidence.

Mentor 40

Mentor Quality P&L Hammer 40

Harvard Business Review

SEPTEMBER 23, 2014

Managers, whose annual reviews hinge on quarterly gains, see no return on investing in what appear to be their employees’ pipe dream projects. And yet management sponsorship is crucial for any ambitious initiative. A majority of public companies pledge allegiance to short-term profit over long-term vision.

Innovation 11

Innovation P&L Short-term Company 11

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

MAY 13, 2011

Can the company simultaneously manage a world of free users supported by advertising and premium service offerings — and a world of paying customers looking for best-in-class communications applications? Can both goals be pursued simultaneously? The challenge is not an easy one, as Microsoft's own experience makes clear.

P&L 14

P&L How To Business Model Incentives 14

Harvard Business Review

MARCH 18, 2011

Knowing and communicating your career goals is challenging for even the most ambitious and focused person. What are my goals? The challenge is then to articulate that vision in various situations: a meeting with your manager, a networking chat, or a job interview. Remember the goal is to find the right job, not just a job.

P&L 18

P&L Committee Career Case Study 18

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. Here it is.

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

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

Strategy Driven

NOVEMBER 4, 2011

From our viewpoint, if business is conducted honorably and professionally, then profitability and success flow from doing the right things… not from pursuing false goals. Too often, one hears about what goes wrong in business relationships. The best successes are earned and learned. We should not take good fortune for granted.

P&L 56

P&L Books Definition Strategic Planning 56

Harvard Business Review

NOVEMBER 22, 2016

Managers wanting to grow share of wallet and raise the productivity of their cross-selling efforts may have to confront longstanding practices that stand in the way. Although this centers the organization on achieving in-year goals, it hinders efforts to maximize the long-term value of customer relationships.

Insurance 8

Insurance P&L CRM Telecommunications 8

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

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

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

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

SEPTEMBER 21, 2016

One of the things that surprised me most about security at Facebook is the level of attention and support that we receive from the company’s senior management team. After all, hackers have P&L sheets too. Driving Financial Goals. This isn’t the case.

Team 8

Team P&L Engineering Cost 8

Harvard Business Review

JULY 25, 2017

While MROI is not usually public information, managers can use published financial statement data to estimate MROI for a competitor. In its simplest form, it looks like this: The goal, as with any ROI calculation, is to end up with a positive number, and ideally as high a number as possible. Holding themselves accountable.

ROI 8

ROI Marketing Marketing Mix Short-term 8

First Friday Book Synopsis

MARCH 7, 2011

HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].

Review 85

Review Strategy Books Positioning 85

Harvard Business Review

NOVEMBER 1, 2011

keep hearing from top executives at large, profitable companies that they're under "P&L pressure." Who declared 7 or 10 or 15 percent growth in earnings a sacrosanct pursuit, above all other corporate goals — like the innovation that leads to novel solutions that address customer needs?

GAAP 8

GAAP Short-term P&L EPS 8

Harvard Business Review

FEBRUARY 21, 2013

David is a VP who is accountable for a multi-billion dollar P & L business. My goal is for them to be effective all the time. She's reminded me that each new job is bigger and more demanding so it will be critical to continue to get better and better about managing my time and calendar as I develop throughout my career.".

P&L 9

P&L Long-term Learning-by-Doing Team 9

Harvard Business Review

MARCH 20, 2013

Yet corporate top management invariably tries hard to force each unit into an overarching strategy. These four divisions set their own strategy — e.g. the business strategy for engineering services, the strategy for elevators, et cetera — and have their own management teams and P&L.

Strategy 8

Strategy P&L Engineering Cooper 8

Harvard Business Review

SEPTEMBER 1, 2011

If a quota forced a board to accept a bunch of new (female) members, it's easy to imagine that key discussions would end up being made over a pre-call, dinner, or a golf game, rather than within the board meeting itself — thus undermining the well-intentioned goals of the quota.

P&L 13

P&L Diversity Learning-by-Doing Goal 13

Harvard Business Review

MAY 1, 2013

Every manager has a P&L that he or she is responsible for," he says, "and while we don''t make sharing rooms a hard and fast rule, it''s our sense that when people have their own budgets and ownership for their profits, they''ll continue to operate that way.". As the associate put it, "at PwC the turnover is high.

Hotels 9

Hotels Conference Policies Travel 9

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. Most Business Leaders have P&L goals that were established in the prior year — and anything that puts those projections at risk is a tough sell.

P&L 8

P&L Due Diligence CIO COO 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. Paul Getty. Vanderpoel. ” Lee Iacocca. ” B.

Strategy 60

Strategy P&L Strategic Planning Tactics 60

Persuasive Powerhouse

OCTOBER 22, 2010

Home Who We Are What We Do Services Contact My Favorite Blogs All Things Workplace Bob Sutton – Work Matters Brain Leaders and Learners Bret L. They rate lower than direct reports, direct managers and the participants’ self assessments. Why is that? Takes time to get to know his/her peers and their interests.

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

JANUARY 26, 2018

You need to add the word ‘no’ to your management vocabulary.” With it, we articulate our M ission, the constituencies we S erve, the P lays we’re going to run this year, the plays we are going to O mit, and how we will T rack our progress. “But it’s backfiring in scale-up mode.

P&L 15

P&L Strategy Press Release Marketing 15

Harvard Business Review

NOVEMBER 9, 2012

Millions worldwide have read and embraced John Kotter's ideas on change management and leadership. Leading Change is widely recognized as his seminal work on leading transformational change, and is an important precursor to his newer ideas on acceleration: effectively managing operations while seizing new opportunity. Kotter and Dan S.

P&L 8

P&L Kotter Books Globalization 8

Harvard Business Review

DECEMBER 20, 2011

The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. The goal: to reduce negative environmental and social impacts of the $1.4 Valuing and internalizing the externalities: Puma Calculates its Environmental P&L. trillion market for clothes and shoes. Watch this space.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15