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. You have to be constantly learning.

Execution 17

Execution P&L CFO Globalization 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. To get this broad exposure, managers were given a variety of functional roles, eventually assuming leadership for a small business unit.

Management 15

Management P&L Incubator Finance 15

Harvard Business Review

FEBRUARY 16, 2018

Any standing meeting, whether it’s of a departmental leadership team, a cross-functional group owning a process like innovation or talent management, or a task force managing a six-month transition to a new technology, should be designed and linked to a broader governance plan.

P&L 16

P&L How To Finance Metrics 16

Harvard Business Review

MARCH 18, 2011

There are many moving parts in people's career decisions — family, the economy, finances — and you may simply not know what the next five years holds. Saying you want P&L responsibility in five years when you have no such ambitions may land you the job, but ultimately will you be happy? If you don't know, admit it.

P&L 22

P&L Committee Career Learning-by-Doing 22

Harvard Business Review

AUGUST 5, 2014

To have the influence to help set business strategy for the company, CMOs need to translate customer insights into terms meaningful to senior leadership. To stitch it all together meaningfully, CMOs are increasingly expected to act as general managers with P&L or shared/shadow P&L responsibility that drive revenue growth.

P&L 14

P&L Banking Marketing Call Center 14

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 13

Execution P&L CEO COO 13

Harvard Business Review

FEBRUARY 21, 2013

For years I've been working on helping companies to see how work, home, community, and self (mind, body, and spirit) can be mutually reinforcing; this is the "four-way wins" approach I describe in Total Leadership. David is a VP who is accountable for a multi-billion dollar P & L business. Alan is a VP located on the West coast.

P&L 12

P&L Long-term Learning-by-Doing Team 12

Harvard Business Review

MAY 21, 2013

If you''ve got a genuinely creative idea — or even a " me, too with a twist " — Kickstarter''s "crowd funding" platform offers a genuinely innovative way to finance creativity and innovation. But what if a slice or sliver of people''s compensation was denominated for Kickstarter-esque discretionary financing?

Innovation 8

Innovation P&L Company Creativity 8

Harvard Business Review

OCTOBER 9, 2017

If everyone on the leadership team has an advanced degree and you don’t, it may be an uphill battle to convince them of your merits. 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.

P&L 9

P&L Education Learning-by-Doing Finance 9