Harvard Business Review

MAY 20, 2016

More than 25 years ago, William Sahlman wrote the HBR article “Why Sane People Shouldn’t Serve on Public Boards,” in which he compared serving on a board to driving without a seatbelt, that it was just too risky—to their time, reputations, and finances—for too little reward. ” Similarly, Sempra CEO Debra L.

Execution 10

Execution P&L CEO COO 10

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. In November 2003, after due diligence, we announced our agreement to purchase 3721 for $120 million.

Chief Financial Officer 10

Chief Financial Officer Learning-by-Doing Operations IPO 10

Harvard Business Review

AUGUST 15, 2013

These and other IT-related problems aren''t rooted in technology but in leadership failings. The senior leadership needs to become literate in technology. The senior leadership needs to become literate in technology. The senior leadership group mustn''t just pay lip service to the CIO and his or her team. Accountability.

CEO 8

CEO CIO Technology CFO 8

Harvard Business Review

NOVEMBER 20, 2013

A significant part of telecom equipment maker Huawei’s leap from regional player to global leader, for example, was due to its partnerships with Motorola in 2000, 3Com in 2003, and Symantec in 2008. Western brands also want access to China and recent global market turmoil has exposed many targets for astute Chinese brands.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

JANUARY 3, 2013

Easing into the New Year, one big hope we have for 2013 is that women continue to bridge the gender gap in terms of pay equality and access to leadership positions. Women have fewer leadership role models and they arguably have greater demands outside of work competing for their attention. The Careful-What-You-Wish-For Paradox.

Leadership Pipeline 8

Leadership Pipeline Short-term Venture Funding Career 8

Chris Brady

FEBRUARY 11, 2011

This is exactly what happened, and as a result the money invested in commodity indices rose from just $13 billion in 2003 to over $317 billion in 2008 (twenty five times growth in less than five years). Recent Posts Modern Man Decathlon Rising Above the Stage Show The Ass Carrying the Image The Empire of Debt Caption Contest 2011.2

Banking 110

Banking Price Politics Letter 110

Chartered Management Institute

OCTOBER 30, 2024

He had little in the way of job prospects, but his tenacity saw him build a successful career in accountancy, taking him all the way to CFO Harry Cassie CMgr FCMI took a huge leap of faith when he moved to Canada in 2003 with his wife and young son. He relocated from Trinidad and Tobago, seeking a better way of life.

CFO 52

CFO Career Finance Blog 52

Harvard Business Review

JANUARY 7, 2011

Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% Attention shifted : The effort to install process owners started out with top management support and attention, but then more urgent issues arose, or senior leadership changed.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

DECEMBER 28, 2015

When I spoke to Glenn about his leadership style and what he learned as president and chief executive from 2000 to 2015, several things stood out. The first clinical specialties started adopting ProvenCare in 2003, and the organization has been working through the rest for the past 12 years. million people. First is staying power.

Health Care 8

Health Care System Telecommunications Quality 8