N2Growth Blog

OCTOBER 25, 2016

their personal span of control) and the organization’s existing “ways of doing business” These approaches produce plans that have blinders on. Disregard the pro forma and seek rapid results, instead – many planning methods are overly dependent on the parochial interests of its senior leaders (i.e.,

Strategy 150

Strategy Strategic Planning Span of Control Hedge 150

HR Digest

AUGUST 18, 2023

Organization: Cultivating the Right Capabilities for Success HR’s role in shaping the organization goes beyond traditional HR demographics such as the number of levels or span of control. Rather, HR must focus on building the right organization capabilities that drive success.

Organization 96

Organization Power Span of Control SWOT 96

Skip Prichard

JULY 19, 2021

His book, Lessons from the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence is loaded with advice to help all leaders aspiring to operate at the highest levels. A few months prior, I had been selected to be executive officer, or XO (Chief Operating Officer), of U.S. Naval Hospital Rota, Spain. Be proactive.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

Harvard Business Review

FEBRUARY 9, 2017

Balancing freedom to innovate versus following proven routines. The art and science here is determining how to get both outcomes — consistency and innovation — in the right proportion and in the appropriate parts of your organization. In many areas, freedom to innovate is the critical need.

Agility 8

Agility Innovation Span of Control Objective 8

Harvard Business Review

SEPTEMBER 5, 2016

Yet there’s compelling evidence that bureaucracy creates a significant drag on productivity and organizational resilience and innovation. Operating decisions are almost entirely decentralized. The average span of control in these and other vanguard organizations is more than double the U.S.

Cost 8

Cost Bureaucracy GDP Management 8

Harvard Business Review

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. This takes time. For leaders, this means learning to let go and to rely on their teams to offer the right answers.

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

FEBRUARY 26, 2016

As BlackRock CEO Larry Fink has said, “One reason for investors’ short-term horizons is that companies have not sufficiently educated them about the ecosystems they are operating in, what their competitive threats are and how technology and other innovations are impacting their businesses.” Cut layers.

Short-term 8

Short-term How To Venture Capitalist CFO 8