In the CEO Afterlife

SEPTEMBER 3, 2012

This is a short-term aggravation, and though it may thrash earnings for the quarter or the year, it is not a restructuring of the marketplace. When I was a CEO, I managed to squirrel away a “rainy day” fund for nasty business blips. At best, they are managers. They’ve seen it before and they’ll see it again.

Short-term 232

Short-term Long-term Advertising Hammer 232

Marshall Goldsmith

DECEMBER 16, 2013

The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

In the CEO Afterlife

FEBRUARY 5, 2011

Leadership. by John • February 5, 2011 • Branding , Leadership , Marketing , Strategy • 1 Comment. When I was a young product manager back in the ’70s, the only people I could talk to about brands were my colleagues in the marketing department and the advertising agency. Human Resources.

Magazine 100

Magazine Brand Article Marketing 100

Women on Business

JANUARY 23, 2011

Now DC workers are seeing a change in leadership across different agencies which may mean a new boss along with new systems and priorities. Washingtonians are not the only ones in transition; companies are reorganizing, restructuring, and adjusting their plans for 2009. Leadership and Change It was a planned change.

Press Release 100

Press Release Motivation Discount PR 100

You're Not the Boss of Me

MARCH 8, 2010

The Hospital Human Resources Department had changed its name to The Employee Engagement Department. Each time I see that sign, I wonder what they might be doing differently now that they weren’t doing when they were called The Human Resources Department. And it started me thinking. Did they feel more energized and valued?

Survey 40

Survey Human Resources Blog Learning-by-Doing 40

In the CEO Afterlife

AUGUST 6, 2013

I am not suggesting restructuring the entire brand management system. This top management ethic is essential to brand resilience. The new economy has accelerated the need for change in the branding process. With the exception of niche, specialty, and some consumer technology markets, I see less and less of this in big business.

Brand 260

Brand P&L Human Resources Brand Management 260

Harvard Business Review

FEBRUARY 8, 2012

To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. To get the "people" part of process improvement right, HR needs employees who can go toe-to-toe discussing operational changes with line managers.

Process 14

Process Compliance Operations Human Resources 14

Skip Prichard

MARCH 21, 2021

How should organizations restructure and change in light of it? To enable this, businesses must shift to make talent mobility a core part of the traditional human resources function and consolidate the responsibilities for these different types of movement. ” -Brynne Kennedy. 4 Types of Talent Mobility.

Trends 103

Trends Policies Career Real Estate 103

In the CEO Afterlife

OCTOBER 17, 2011

Leadership. by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The reason: a fundamental flaw in the management process that is supposed to renew brand health. The blemish is the abdication of brand attention by top management.

Brand 168

Brand CEO Stage-Gate SWOT 168

Harvard Business Review

FEBRUARY 9, 2012

In my consulting work with large, multinational companies, I see a pervasive anxiety among managers who have trouble finding people for skilled positions, no matter what industry or region. There are several ways to restructure work either to require fewer skilled people or to get more flexible in deploying skills.

Skills 14

Skills Survey Human Resources Document 14

Harvard Business Review

MARCH 8, 2013

They were bold and brash and injected fresh new ideas that challenged existing policy and practice in many quarters of the Department of Defense administration (such as finance, human resources, procurement, and supply chain processes). The Internal Revenue Service (IRS), however, was successful in transforming its bureaucracy.

Bureaucracy 8

Bureaucracy Innovation Supply Chain Long-term 8

Harvard Business Review

JULY 31, 2015

Ignite managers’ passion to coach their employees. Historically, managers passed on knowledge, skills, and insights through coaching and mentoring. But in our more global, complex, and competitive world, the role of the manager has eroded. Managers are now overburdened with responsibilities.

Development 8

Development Mentor Learning-by-Doing 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