Harvard Business Review

AUGUST 5, 2014

Talk about how complex marketing has become is very much in vogue, but there’s much less discussion about the operational (and diplomatic) muscle CMOs need in order to get things done. That helped account managers focus their pitch on the client’s business issues and build rapport. That bottom line sensibility is crucial.

P&L 10

P&L Banking Marketing Call Center 10

Harvard Business Review

SEPTEMBER 28, 2018

Instead, we bring people into different contexts — removed from typical day-to-day company operations — that can serve as a metaphor for what customers experience and therefore jolt employees into a more empathetic stance. Early signs have been positive, with increases in sales conversion and first call resolution.

Energy 11

Energy Creativity Brainstorming Call Center 11

Harvard Business Review

OCTOBER 23, 2012

From the day he opened his first TV and appliance retail store in Richmond, Virginia, Sam understood that management means getting results through the efforts of other people. Sam loved McGregor's argument that there are two theories of personnel management. This was the popular perspective espoused by Fredrick W.

McGregor 8

McGregor Human Resources Retail Taylorism 8

Harvard Business Review

MAY 2, 2012

This new view and way of operating actually helps companies come closer to achieving the ideal of giving customers what they want, when, where and how they want it. Managers Don't Really Want to Innovate. What Doesn't Motivate Creativity Can Kill It. MORE ON KNOCKING DOWN BARRIERS TO INNOVATION.

Company 14

Company Software Call Center Innovation 14

Harvard Business Review

NOVEMBER 26, 2015

Insight Center. It takes a careful mix of mission, management, and culture. And our research shows that it can be powerful, motivating, and even addictive to become known by others as the person you are when you are at your authentic best. How to Be a Company That Employees Love. Sponsored by Citrix GoToMeeting.

Power 8

Power Outsourcing Self-aware Airlines 8

Harvard Business Review

APRIL 28, 2016

Complex and simple: Manage the systems and processes to run a global business while creating simple and elegant experiences for customers. It needs to be based on the subconscious motivations of why someone buys, revealed through real-time analysis of a wide variety of data sources. Business has become like that old game of Twister.

Loyalty 8

Loyalty Peer Review Efficiency Call Center 8

Harvard Business Review

MARCH 16, 2015

Let this be a wake-up call for business leaders: The employees with the longest tenures in your company are also the least likely to be engaged. Somewhere along the way, most workers lose some of their motivation to make a difference and create value for their employers.

Tacit Knowledge 8

Tacit Knowledge Long-term Call Center Company 8

Harvard Business Review

DECEMBER 2, 2010

Frei, who wrote about Progressive in this HBR article , and revealed the insights about the dual benefits of its operational choices.). Especially in Big Box retail, we have seen that manufacturers and vendors have less and less influence over how their products are presented, making this a tricky touchpoint to manage.

Insurance 15

Insurance Retail Brand Loyalty 15

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. These CEOs are what we call “insider outsiders.” Today AWS accounts for just 10% of Amazon’s $150 billion in revenue, but generates close to $1 billion in quarterly operating profit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

JUNE 7, 2016

One of the great innovations in business, which has held sway since 1976, is the idea that professional managers should have an owner’s mindset—that is, they should treat their company’s money as if it were their own. But there is a problem with the owner’s mindset.

Bureaucracy 8

Bureaucracy Short-term Budgeting Long-term 8