Tanveer Naseer

NOVEMBER 10, 2015

It needs to center on step by step improvement in how an individual is doing against goals, how a team is advancing by virtue of an individual’s progress, how innovation is being served by attitudes and decisions on a daily basis, and how an individual’s achievements are translated into outcomes valued by an employer.

Performance Review 100

Performance Review Review Learning-by-Doing Document 100

Harvard Business Review

JUNE 2, 2011

We manage the measurable, rather than the things that create meaning that fuels creativity, that enables innovative thinking and that helps any company to outpace the market. We tag performance as the quantitatively focused work of what we can design, market, measure, track, bill, and monetize. Maybe yes, maybe no.

Hamel 19

Hamel Customer Loyalty Creativity Cost Center 19

Harvard Business Review

SEPTEMBER 13, 2012

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

Supply Chain 16

Supply Chain CIO Budgeting Project 16

Harvard Business Review

OCTOBER 12, 2011

But surveys show that more than 25% of firms still think of IT as a cost center, 53% of CIOs' time is focused on cost control, and 54% of companies outsource their IT services. It's easy to fall into the Kodak trap, especially in austere times when there's almost overwhelming pressure to cut costs.

CIO 13

CIO Outsourcing Cost Center Film 13

Harvard Business Review

FEBRUARY 22, 2012

While social stuff is often associated with marketing or customer service, social can affect every part of the business model , including how we organize. As the definition of and market for the latest thinking evolves, SU is in a unique position to fluidly respond. And that would be interesting enough. Model #2 is an example of that.

Participative 16

Participative Decentralization Globalization Cost Center 16

Harvard Business Review

FEBRUARY 8, 2018

“It’s already changing organizations, by moving IT from a cost center to something with a place at the table in a lot of different meetings,” said Chris Jackson, head of cloud platforms at Pearson, a global learning company. “It forces our internal teams to think about innovating faster,” said Mr. Jackson.

Management 16

Management Software BPM Technology 16

Harvard Business Review

FEBRUARY 9, 2011

We call these people Cost Center Consumers, and they come in two flavors. Divas: These are high maintenance consumers who drive costs up after purchase. They tie up your call centers, incur costly returns, and generate other costs that occur below the gross margin line, which is harder to see.

P&L 15

P&L Supply Chain Retail Price 15