Harvard Business Review

FEBRUARY 15, 2012

In most companies there's more than a kernel of truth to these managers' complaints. At the middle management level you typically don't have the clout or resources required to make sweeping changes. "They won't let me take risks." They don't tolerate mistakes or failure.". Nonetheless, the dilemma remains.

Innovation 18

Innovation Merchandising How To Proposal 18

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 15

Execution Team Chief Financial Officer Finance 15

Harvard Business Review

JANUARY 2, 2017

Data management teams have to develop the predictive algorithms to improve the customer experience in coordination with the customer-facing teams. Marketing, commercial and finance have to work together to develop new pricing models. All of this has to happen fluidly and rapidly.

CEO 15

CEO Agility Technology Industry 15

Harvard Business Review

MAY 12, 2016

No wonder organizations today are drawn to the benefit of leadership that is shared, rather than concentrated in a single, charismatic individual. It has to do with a team sharing a sense of purpose and responsibility for the overall leadership of the company. And yet organizations remain stubbornly hierarchical.

Leadership 8

Leadership Learning-by-Doing Team Follow-up 8

Harvard Business Review

SEPTEMBER 30, 2015

These include administrative or middle management functions, which have historically provided jobs for the middle class. They want to encourage distributed decision-making and empower middle management. Not surprisingly, low-skilled jobs are most threatened, but even intermediate jobs could also be affected.

Maturity 8

Maturity Drucker Osborne Middle Management 8

Harvard Business Review

AUGUST 17, 2017

Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. created a program called Women and Opportunity that aims to develop women for future leadership roles at Gap.

Diversity 8

Diversity CEO Rogers Leadership Pipeline 8

Harvard Business Review

MAY 2, 2016

Mindfulness meditation — the practice of cultivating deliberate focused attention on the present moment – has caught on as a way to bring focus, authenticity, and intention to the practice of leadership. But it’s also possible to build mindfulness directly into planning exercises.

Strategy 8

Strategy Goleman Strategic Planning Parcell 8

Harvard Business Review

JULY 31, 2015

On the other hand, management never questions the actual use of this information by employees in brand, product, R&D, marketing, business development, sales, purchasing or any other market-facing function. Instead, management implicitly assumes the information is being used, and used optimally.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

JANUARY 7, 2011

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. Most employees viewed it as just another management fad, sat back and waited for top management to move on to the next strategic initiative.

Process 15

Process Champy Competitive Advantage Hammer 15