Surviving Leadership

OCTOBER 29, 2018

The CFO update in particular was excellent – we learned how the company measured financial success, how to read a basic P&L, and what variable costs employees could help control in their jobs. I cut my teeth on corporate America there and have carried those lesson with me throughout my career.

CFO 58

CFO P&L Call Center COO 58

Harvard Business Review

NOVEMBER 21, 2011

These lower-income shoppers think like savvy CFOs and are willing to pay more for categories that provide a usage benefit as well as a variety of economic benefits for their own "household P&L.". Lower income shoppers are also willing to pay more for categories that they see as an investment in their careers and future income.

Retail 15

Retail P&L Merchandising Hedge 15

Harvard Business Review

JANUARY 26, 2018

We were working hard on getting product-market fit right, so anything we could do to get more customers and to find the right feature mix was a critical learning opportunity. If someone had a marketing grader idea, chances are I would say “yes” to it. It empowered my team to move fast and get things done.

P&L 16

P&L Strategy Press Release Marketing 16

Harvard Business Review

FEBRUARY 13, 2012

I've written about the rising significance of soft skills, including in the March 2011 issue of HBR (coauthored with Kevin L. The CIO has to know what's going on in finance and marketing, for instance, and P&L experience is important even for support functions like human resources.

Execution 17

Execution P&L CFO Globalization 17

Harvard Business Review

SEPTEMBER 27, 2017

L’Oréal has made a strategic investment in Founders Factory , a digital startup accelerator. At L’Oréal, CEO Jean-Paul Agon signaled the company’s digital transformation when he recruited Lubomira Rochet to be the chief digital officer and a member of the executive team. Here are five: Commit from the Top.

P&L 17

P&L Fashion Media Agility 17

Harvard Business Review

JULY 10, 2012

Two decades ago, organizations were designed around stand-alone business units, so all managers had to understand finance, technology, manufacturing, sales, marketing, strategy, human resources, and more. It also will force the functional service providers to be more market-driven.

Management 15

Management P&L Incubator Finance 15

Harvard Business Review

MAY 20, 2016

In an effort to explore executives’ motivations for serving on boards, we looked at how board service is evaluated in the executive labor market. ” Similarly, Sempra CEO Debra L. in 2004, and in 2005, her total compensation from her home firm, Whole Foods Market Inc., increased by over $300,000.

Execution 13

Execution P&L CEO COO 13

Harvard Business Review

JANUARY 18, 2012

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. As he concludes his career, he leaves his successor, Virginia Rometty, with an iconic giant poised to dominate its industry for decades to come.

Globalization 18

Globalization Golden Parachute Short-term Long-term 18

Harvard Business Review

JANUARY 3, 2014

The answer turns out to be far more nuanced than mere wealth accumulation and career advancement. Candidates also appraise a firm’s future prospects, market competitiveness, and business strategy. He saw the upside in this hot market sector and the opportunity to lead and mentor a young team.”. Current and future prospects.

Reputation 15

Reputation Consultative P&L Execution 15

Harvard Business Review

JANUARY 31, 2018

Some people’s careers take off, while others’ take longer — or even stall out. They do it by making bold career moves over the course of their career that catapult them to the top. We found that three types of career catapults were most common among the sprinters. John Holcroft/Getty Images.

CEO 9

CEO CFO P&L Career 9

Harvard Business Review

OCTOBER 9, 2017

Formal degree programs excel at general education: an MBA, for instance, gives you a little bit of everything you might need as a leader, from finance to marketing to operations. In my first book, I profiled Joanne Chang , who started her career as a management consultant and ultimately became a prominent restaurateur. Learning.

P&L 9

P&L Education Learning-by-Doing Finance 9

Women on Business

JANUARY 31, 2013

in emerging markets, and just 5.6% Getting more women on boards begins with getting more women in mission-critical P&L roles. “For many women it remains difficult to have it all: career, children, partner, and household. in Latin America. And sponsorship is critical to opening doors to these jobs.”

P&L 256

P&L Chief Executive Officer Supply Chain Mentor 256

Harvard Business Review

NOVEMBER 22, 2017

Who has P&L authority? And since people ultimately make all the difference, your operating model should define how you manage the assignments and career paths for your difference-making talent. Aligning the big picture with the day-to-day. It includes accountabilities.

Strategy 9

Strategy Company Banking Apparel 9

HR Digest

JANUARY 11, 2024

L-R): Anthony Horton, Chris McCarthy, Stephanie Neal In a recent interview, OpenAI CEO Sam Altman revealed a startling confession: the architect of ChatGPT, a revolutionary language model capable of holding nuanced conversations and generating creative text formats, often struggles to sleep. .

CEO 52

CEO Altman McCarthy Supply Chain 52

Harvard Business Review

OCTOBER 10, 2013

Many of the successful managers and professionals who come back to business school at mid-career are looking for more than honing their leadership skills. Many are stuck in their careers. Figure out your market value. Career planning Managing yourself' Find kindred spirits. You only crave more.

Career 11

Career P&L How To Mentor 11

Strategy Driven

SEPTEMBER 9, 2011

With Discovery-Driven Growth , Rita and Ian offer managers everywhere a time-tested blueprint for planning and executing a strategic growth agenda with confidence – in any market. Your career depended on that business going forward, and the numbers that mattered had to do with the performance of that business, not with Sony as a whole.

Innovation 50

Innovation NPV Business Model Constraint 50