LDRLB

JUNE 14, 2011

Tim ended the post with his theory: “Strategic planning is simply an invention to justify the existence of middle management, and not a useful tool for those doing the actual leading or for the guys at the bottom doing the real work.”. of Business Administration with an emphasis on Marketing at the University of Nevada, Reno.

Strategic Planning 74

Strategic Planning Planning Ryan Covey 74

Harvard Business Review

MAY 1, 2018

Musk’s compensation plan, which will give him close to $56 billion in stock and awards if Tesla’s market cap reaches $650 billion, is designed to communicate a particular value proposition to Wall Street. Maintaining that patience requires constant focus on that north star of a half-a-trillion market value.

Planning 8

Planning Marketing Automotive Long-term 8

Harvard Business Review

OCTOBER 2, 2014

Marketers today encounter a mind-boggling array of technologies. Will the technology advance a critical marketing priority? This seems like an obvious consideration, but we often see the technology tail wagging the marketing dog. Will the tool add balance to the marketing technology portfolio? It’s hardly rocket science.

Technology 8

Technology Marketing Tools Middle Management 8

Harvard Business Review

NOVEMBER 13, 2012

But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like "a silicon chip supplier." This exchange highlights one of the biggest barriers to incumbents dealing with market transitions: arrogance. Wait too long and the punishment comes in a swift and brutal form.

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

JANUARY 4, 2011

Roughly, I'd suggest that they're strategy, marketing, finance, and the rest of the drear, dismal, passionless stuff that makes most of us snooze through meetings and dread the arrival of Monday morning, dilberting our joint prosperity, perpetually disappointing our ever-more apathetic customers, and gleefully embezzling from the future.

Organization 15

Organization Finance Senge Long-term 15

Harvard Business Review

NOVEMBER 9, 2016

Although there are different definitions of this term floating around, when I talk with executives, I use it to mean managing the big issues rather than the small ones. But while we understand the downsides of micromanaging and taken action to avoid it, we still haven’t sufficiently embraced the upsides of not micromanaging.

Micromanagement 12

Micromanagement Constraint Middle Management Long-term 12

Harvard Business Review

OCTOBER 25, 2016

In 2011 Avaya had a major likability problem, and the according market performance you would expect. Of course, you can’t embrace risk and ask your middle managers to become agile innovators unless you can explain to them what you want. Avaya’s main competitor has long been a larger, better-known corporation: Cisco.

Agility 8

Agility Innovation Metrics Middle Management 8

Harvard Business Review

DECEMBER 31, 2012

While my long-term optimism remains, I think the region must overcome some very real hurdles before it can realize its potential. Some of these, like creaky infrastructure and a lack of a fully functioning risk-capital market, are straightforward and don't require further detailing. It can set early when children are in school.

Innovation 8

Innovation Middle Management Education Diversity 8

Harvard Business Review

JULY 29, 2015

In the long run, no one is happy. They assigned different pieces of it to middle managers who had relevant knowledge, experience, and organizational responsibility. Once she arrived, a dozen different leaders, from marketing to IT to R&D, invited her to meet with their teams.

Middle Management 8

Middle Management Rogers Media Project 8

Harvard Business Review

NOVEMBER 9, 2018

Jim’s resume checked all of the boxes (and then some), but his Achilles’ heel was a long-winded, almost philosophical communication style — more befitting a cerebral academic than a bottom- line-oriented CFO who can drive performance and credibly represent the company with the investment community. Peer relationships.

Career 15

Career CFO Sample Execution 15

Harvard Business Review

JUNE 27, 2012

First, in terms of managing the current uncertainty. The ups and downs of the stock market, shaky economic outlooks in different regions, and other various events are creating a great deal of volatility that may be short-term in nature. We as senior managers need to model the same behaviors we expect of them.

Long-term 11

Long-term Short-term Brand Uncertainty 11

Harvard Business Review

JUNE 7, 2016

.” Initially, team members may enjoy feeling included, heard, and valued, boosting morale in the short term. Take “Christine,” a client who is CEO of a middle-market consumer packaged goods company. Six months is OK, but a year or more is too long.) Wanting her team to feel valued, she led by consensus.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

JULY 31, 2015

In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

NOVEMBER 24, 2015

pursuing adjacent markets, making acquisitions) and significant contractions (e.g. Each strategic shift, of course, was carefully explained and justified by changing market conditions or opportunities; but the net result within the company was a performance-sapping sense of cynicism. This case isn’t the exception.

Welch 8

Welch Six Sigma Real Estate Trends 8

Tanveer Naseer

OCTOBER 7, 2014

For people to commit, especially over the long term, they need to have confidence that a company is well-led, heading in the right direction, and well-positioned to deliver products and services they know customers want. To take a line from the X Files, “ the future is out there.”

Reputation 252

Reputation Chief Executive Officer Globalization Motivation 252

Harvard Business Review

SEPTEMBER 27, 2012

Rail accounted for only 20% of long-haul shipments in Brazil, compared with 80% in most countries. ALL was spun off from the Brazilian railway authority in 1997 to manage one of the country's eight freight lines. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

DECEMBER 9, 2015

Benchmarking seems to assure leaders that as long as their organization’s performance is 50% of the national average or better, things are okay. I studied its model-cell work for my book Management on the Mend.) An aggressive HMO was aggressively moving into the market, cutting prices offered to employers.

Health Care 8

Health Care Benchmarking Process Operations 8

Harvard Business Review

JULY 21, 2017

But the ones who really understand the issue see gender balance as not just a numbers game but part of a broader, more strategic cultural shift that includes developing leadership teams representing geographically diffuse markets. Some of those searches, like the one, three years ago, for our CFO, took twice as long as normal.

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

NOVEMBER 8, 2012

It holds up for C-level executives compared to directors and middle managers. What he meant was that in the 1980s American managers became obsessed with managing their popularity, and were more concerned with greasing the skids, avoiding tough conversations, and maintaining a favorable image.

Management 9

Management Cooper Short-term Long-term 9

Harvard Business Review

SEPTEMBER 10, 2015

The next day, an employee called a meeting of his unit circle to discuss an alternative: delaying­ the layoff for a few weeks and shifting people into a concentrated sales and marketing effort. Many attempts to introduce distributed management fail because executives and directors take themselves out of the equation.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

MAY 12, 2016

Consider the challenges of the 21 st century enterprise: things change too fast for one individual to know how to best respond; there are many explanations for any event, and multiple perspectives are needed to understand what that event means and decide what to do; a pipeline of future leaders is essential to companies’ long term success.

Leadership 8

Leadership Learning-by-Doing Team Follow-up 8