Harvard Business Review

NOVEMBER 8, 2012

Although many upper-level managers don't do these things enough, by far and away the single-most shirked responsibility of executives is holding people accountable. It holds up for C-level executives compared to directors and middle managers. Thus an interest in productivity gave way to process and procedures.

Management 13

Management Cooper Short-term Long-term 13

Harvard Business Review

FEBRUARY 15, 2012

Given the unrelenting pace of change surrounding organizations in virtually every industry, companies are looking for executives who know how to innovate and introduce change, not simply caretakers who can manage the status quo. Senior management doesn't really encourage innovation, you'll hear. They won't let me take risks."

Innovation 18

Innovation Merchandising How To Proposal 18

Harvard Business Review

SEPTEMBER 29, 2011

Virtually all leaders espouse the benefits of a strong management team. 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. However, they use starkly different levers to build one.

Execution 15

Execution Team Chief Financial Officer Finance 15

Harvard Business Review

APRIL 6, 2018

It happens all the time: A group of managers get together at a resort for two days to hammer out a “strategic plan.” At the start of my public seminars on strategic planning I ask attendees, who rank from board members and CEOs to middle management, to write down an example of a strategy on a sheet of paper.

Strategic Planning 15

Strategic Planning Planning Objective Seminar 15

Harvard Business Review

JANUARY 2, 2017

This brings order to the chaos of initiatives and provides a clearer basis for narrowing down priorities and managing the cross-functional interdependencies that the best digital solutions often present. 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 26, 2014

But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas. To his surprise, the sales team was relieved; they had been micro-managed.

Leadership 11

Leadership Leadership Pipeline Loyalty CEO 11

Harvard Business Review

JUNE 27, 2016

Understandably, there are concerns about what this means for public finances given the associated health and pension challenges. A multi-stage life will have profound changes not just in how you manage your career, but also in your approach to life. These challenges are real, and society urgently needs to address them.

Intangible Assets 14

Intangible Assets Career Education Self-aware 14

Harvard Business Review

FEBRUARY 23, 2018

I have interviewed over 100 CEOs, C-suite executives, middle managers, and shop floor workers in more than 25 companies across the world to understand why most companies fail to embed sustainability in their business models and, also, what drives success among the handful that do. billion, prompting them to revisit the goal.

Incubator 14

Incubator How To Real Estate Business Model 14

Harvard Business Review

SEPTEMBER 30, 2015

Drucker Forum 2015: Managing in the Digital Age. These include administrative or middle management functions, which have historically provided jobs for the middle class. The first step managers need to take is to assess their organization’s purpose and vision. What are the organization’s goals?

Maturity 8

Maturity Drucker Osborne Middle Management 8

Harvard Business Review

MARCH 1, 2016

Just in case you’ve forgotten, a manager in a matrix organization has two or more upward reporting lines to bosses who each represent a different business dimension, such as product, region, customer, capability, or function. The executives in charge of the various groups sit together naturally in the top management team.

Organization 8

Organization P&L Report Finance 8

Harvard Business Review

JULY 31, 2015

In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

JUNE 15, 2015

Such an environment enables businesses to move, manage, and mobilize the ever-increasing amount of data across the organization for consumption faster than previously possible. bank adopted such a technology environment to more efficiently manage increasing data volumes for its customer analytics projects. For example, a U.S.

Strategy 8

Strategy Supply Chain Technology Banking 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. Susan Wojcicki (YouTube) asks managers for updates on their numbers around diversity. And many diversity programs fail.

Diversity 8

Diversity CEO Rogers Leadership Pipeline 8

Harvard Business Review

MAY 1, 2018

If, by contrast, Tesla’s target was merely a $100 billion market capitalization — frankly, a great target for most companies, as it projects a 7% return annually for the next 10 years — then investors might quickly lose their appetite to continue financing the company. They signed up for transformation, not steady returns.

Planning 8

Planning Marketing Long-term Automotive 8

Harvard Business Review

MAY 12, 2016

Recent research on change management teams, virtual teams and new startup teams has shown that teams in which leadership is shared, rather than vested on a single individual, can be very effective, demonstrating through quantitative methods that shared leadership can, and does, lead to improved organizational performance.

Leadership 8

Leadership Learning-by-Doing Team Follow-up 8

Harvard Business Review

MAY 2, 2016

One of us recently had the opportunity to test the concept of mindful strategy with a group of middle managers and senior executives from the legal, advertising, finance, and non-profit sectors in the Bay Area. But it’s also possible to build mindfulness directly into planning exercises.

Strategy 8

Strategy Goleman Strategic Planning Parcell 8

Harvard Business Review

JANUARY 4, 2011

Roughly, I'd suggest that they're strategy, marketing, finance, and the rest of the drear, dismal, passionless stuff that makes most of us snooze through meetings and dread the arrival of Monday morning, dilberting our joint prosperity, perpetually disappointing our ever-more apathetic customers, and gleefully embezzling from the future.

Organization 17

Organization Finance Senge Long-term 17

Harvard Business Review

SEPTEMBER 27, 2012

Managers in these organizations translate corporate objectives into a few straightforward guidelines that help employees make on-the-spot decisions and adapt to constantly shifting environments, while keeping the big picture in mind. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash.

Strategy 9

Strategy Proposal Guidelines Net Present Value 9

Harvard Business Review

MAY 2, 2018

.” Not only is the situation “awkward and uncomfortable,” but it can also be “very time intensive,” says Nancy Rothbard, the David Pottruck Professor of Management at the University of Pennsylvania’s Wharton School. Your relationship with your manager should be your top priority. Do: Ask questions.

Consensus 8

Consensus Case Study Long-term Career 8

The Horizons Tracker

APRIL 29, 2020

Each article was based upon real election material and was related to either immigration or campaign finance reform. A second wave was then completed a week later, with participants asked to read one of five different articles produced by the research team. The articles discussed the positions of Hillary Clinton, Jeb Bush or Donald Trump.

Politics 91

Politics Middle Management Participative Article 91

Harvard Business Review

JANUARY 7, 2011

The gurus have written detailed descriptions of how companies should establish the process owners, process councils, and other pieces of a formal process governance structure to manage their six to 10 core, cross-functional processes. These companies kept top-management attention on critical processes and KPIs. from 2004 to 2007.

Process 15

Process Champy Competitive Advantage Hammer 15