The Horizons Tracker

MARCH 23, 2020

They rely on outdated and ineffective leadership styles that diminish the performance of the companies they lead. They rely on outdated and ineffective leadership styles that diminish the performance of the companies they lead. “We

How To 98

How To Technology Maturity Agility 98

N2Growth Blog

OCTOBER 31, 2016

The middle layer of the pyramid is comprised of the middle management of the organization. While these managers certainly care about strategy, their primary focus is this year. Their time frame is much different from the managers and senior leaders. The middle management team makes or breaks strategic execution!

Tips 150

Tips Middle Management Strategic Planning Objective 150

Eric Jacobson

DECEMBER 1, 2014

Panhandle developed its strategy around dealing with this uncertainty. Another theme for small business was how to think about strategy when competing against larger companies -- we called it "Battling the Big Boys." Eric Jacobson on Leadership and Management Leadership Leadership Books Road Side MBA'

Travel 73

Travel PR Learning-by-Doing Open-book 73

Eric Jacobson

OCTOBER 13, 2014

Panhandle developed its strategy around dealing with this uncertainty. Another theme for small business was how to think about strategy when competing against larger companies -- we called it "Battling the Big Boys." Eric Jacobson on Leadership and Management Leadership Leadership Books'

Travel 78

Travel Learning-by-Doing PR Open-book 78

Tim Milburn

AUGUST 14, 2012

And because the pace of change is swift, management must respond with equal speed — that is, with rapid realignment. Our prescription for rapid realignment has the following steps: Align the leadership team. Align the Leadership Team. My immediate manager is passionate about make our strategy a success.

System 115

System Critical Success Factor Metrics Consultative 115

The Empowered Buisness

JANUARY 2, 2014

Overt aspects of culture often utilize the reasoning, intellectual parts of our brain — the dominant focus of today’s leadership teams. The same is true in the world of leadership and culture. The leadership team is no longer involved lower levels and often becomes oblivious to the atrophy now monopolizing its culture.

Company 135

Company Organization Self-aware Cost 135

Harvard Business Review

JUNE 29, 2012

For years, companies have been pouring money into people, processes, and technology that can help them manage risk. At a Global 50 consumer products company, management has developed a governance structure that allows it think about risk proactively, and has aligned its risk profile and exposures more closely with its strategy.

Risk Management 15

Risk Management Maturity EBITDA Management 15

Harvard Business Review

AUGUST 21, 2013

ERP systems, RFID , knowledge management, business intelligence) have washed over organizations. This trend toward ever more critical reliance on IT is not only transforming the idea and practice of corporate IT, but has disruptive operational implications for every manager. Similar waves of innovative applications of technology (e.g.,

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Strategy Driven

JANUARY 24, 2011

It appears Nokia was not able to coordinate decisions and activities across departments or levels of management. Many innovative ideas became the victims of in-fighting among managers who had competing objectives. Why was this once-dominant player unable to execute and maintain its market position? When one million bottles of St.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Lead Change Blog

JUNE 25, 2020

He opened the dialogue, saying he and his leadership team had put a lot of thought into where they want to take their bank, and the vision they committed to was to deliver top decile ROE, ROA and topline revenue growth: a quintessential example of focusing on effect, not cause. Logic tells us we can manage cause, but only measure effect.

P&L 220

P&L ROE Metrics CFO 220

Harvard Business Review

MAY 11, 2018

Likewise, inspirational leadership, the repetition of value statements, and letting people be themselves are important, but they are by-products of a healthy culture, not the drivers of one. Every employee I have managed would give up their so-called perks for one thing: clear expectations. Strategy and goal setting.

Teamwork 15

Teamwork Consensus Attrition System 15

Harvard Business Review

DECEMBER 27, 2017

In interviews, we heard that individuals with disabilities face deep stigma and bias (whether conscious or not) from colleagues and managers. Our research shows that the same inclusive leadership behaviors that leverage diversity to drive innovation and market growth can enable managers to support individuals with disabilities.

Compliance 8

Compliance Chief Operating Officer Innovation Survey 8

Harvard Business Review

FEBRUARY 11, 2014

Effective leadership, like a good marriage, hinges on how you deal with the tough stuff. For example, “You seem to be suggesting that we really need to focus on elevating our gross revenue before we invest in a new IT strategy. There’s no question that an ability to manage conflict is part and parcel of all three.

Parcell 14

Parcell Agility Executive Coaching Learning-by-Doing 14

Harvard Business Review

OCTOBER 10, 2017

Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. These stats were reviewed by managers every week.

Organization 13

Organization Tactics Call Center Metrics 13

Harvard Business Review

MARCH 13, 2017

Organizations waste too much time - see how Bain helps them manage it like money in this 10-minute video slide deck. While the former approach is friendlier from a change management perspective, we usually find that it leads to only incremental change. Related Video. Your Scarcest Resource. But that drags down shareholder returns.

Zero Based Budgeting 15

Zero Based Budgeting Organization Budgeting How To 15

Harvard Business Review

MAY 16, 2016

How well does your organization support the achievement of your business strategy? “Organization,” as we’re using it here, includes all of the required capabilities, resources (including human), and management systems necessary to implement your strategy. Each state poses a different leadership challenge.

Banking 14

Banking Strategy Film IPO 14

Harvard Business Review

MAY 9, 2012

A crucial element of its strategy to win over consumers to its advanced smartphones was to persuade third-party developers to create a vast array of apps for its phones. But its strategy of customizing hardware for telcos had the unintended effect of imposing high customization costs on would-be developers (i.e.,

Innovation 15

Innovation Supply Chain Telecommunications Core Competence 15

Harvard Business Review

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. But rarely are budgets linked closely to the strategy.

Execution 16

Execution Strategy How To Budgeting 16

Harvard Business Review

JULY 17, 2013

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. Many CIOs have buckled under the CIO paradox, while others have managed to be effective despite it. The IT function is not easy to manage. IT management Leadership' Be strategic and operational. Stay secure and boost innovation.

CIO 8

CIO Technology Storytelling Short-term 8

Harvard Business Review

MAY 18, 2015

While large consulting firms push expensive “war games” at the leadership level, Jessica ran cheap and quick local games based on local market dynamics. She then fed the results as market intelligence input into a senior leadership competitive game. Simply and clearly put, CI is a perspective on changing market conditions.

Competitive Intelligence 8

Competitive Intelligence Agility Workshop Definition 8

Harvard Business Review

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. Crucially, the operating model also must define ways of working and behaviors that actually bring your company’s strategy to life.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JANUARY 8, 2015

In my research on how experienced managers and professionals step up to bigger leadership roles, I have observed both the value and the difficulty of returning to our youthful, fake-it-till-you-learn-it strategies. Leadership development Leadership transitions' Further Reading. HBR Guide to Office Politics.

Learning-by-Doing 8

Learning-by-Doing Finance Definition Politics 8

Harvard Business Review

NOVEMBER 17, 2015

With a strong, competent, and independent chair able to step in and assume responsibility (and possibly act as interim CEO), a company in a crisis that destroys its leadership is better placed to navigate the storm. Hayward’s leadership had contributed to BP underplaying safety its U.S. Take the case of BP.

CFO 8

CFO Crisis Mass Marketing IPO 8

Harvard Business Review

JANUARY 7, 2014

He talked with HBR about why a company’s culture is more important than its strategy — and some of the innovative tactics that CEOs have used to help create a high-performing culture. A lot of managers just let culture happen — it becomes the sum of the personalities, good and bad, that work in an organization.

CEO 12

CEO FAQ Restructuring Performance Review 12

Harvard Business Review

APRIL 13, 2016

Managers, consultants, and academics around the world have long wrestled with this question. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. Managers exploiting current businesses develop mindsets based on what they have experienced in the past.

Company 8

Company Licensing Incentives Construction 8

Harvard Business Review

DECEMBER 23, 2016

This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. Create one integrated workforce strategy.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

MARCH 27, 2014

And too often, savings just represent corrections of past failures in managing supplier relationships. Or does it focus on customer service and helping the business achieve its strategy? Cutting costs Global business Leadership Organizational culture' Is it a process-oriented, savings-obsessed function?

Budgeting 8

Budgeting Objective Cost Globalization 8

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

FEBRUARY 6, 2014

For finishers, he will have to change its treads—redirect its strategy—while barreling down a highway with no map for what lies ahead. And that question is likely to be answered in the affirmative if the directors have managed to avoid the Peter Principle. Great at mid-level, the managers were not game-ready for the next level.

Bottom-up 8

Bottom-up CEO Strategic Fit Pharmaceuticals 8

Harvard Business Review

NOVEMBER 2, 2017

Nokia was so immersed in executing its strategy that it lost sight of its purpose. Plasticity needs to be actively nurtured by leaders who free people to be guided not solely by management dictates but also by the company’s clarity of purpose. Personal leadership is indispensable to operationalizing your purpose.

Strategy 14

Strategy Company How To Supply Chain 14

Harvard Business Review

APRIL 8, 2015

One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. Price leadership: A no-frills airline constantly advertises the lowest fares on any route served. Why is it that? That might sound strange.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

NOVEMBER 17, 2016

Indeed, the company eventually announced its strategy to venture massively into cloud computing. These letters from firms’ top executives signal the major themes to which the top management attends. Leadership is changing — fast. And this transition is much more than a new nameplate on the corner office.

CEO 8

CEO Letter Retail Strategy 8

Harvard Business Review

MAY 6, 2013

Define Your Strategy. CIOs need to develop an affirmative IT strategy that begins by identifying old behaviors to give up, new behaviors to adopt, and remaining behaviors to do differently. Gary Hamel maintains that the key to future success is management innovation. IT management'

CIO 8

CIO Hamel Technology Tactics 8

Harvard Business Review

JULY 13, 2015

Rather than relying on potentially impracticable targets such as “Take last year’s performance and add 10%,” you can use an assessment of the probability of success to anchor evaluation of performance-improvement strategies. Many budgets and strategic plans include financial performance goals of some sort.

Goal 8

Goal Strategic Planning Objective Strategy 8

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Never confuse charisma with leadership. They listen as well as they speak. The key to that is to build a sustainable culture.

Globalization 16

Globalization Golden Parachute Short-term Long-term 16

Harvard Business Review

MARCH 12, 2014

In the late 1990’s, Home Depot’s rapid growth had outpaced its corporate infrastructure and was hiding serious cost management challenges. Their board hired Robert Nardelli from GE to quickly install the organizational foundation necessary to continue the company’s growth and better manage costs. Boards Leadership Strategy'

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

AUGUST 9, 2016

Almost every organization today is putting customer experience (CX) at the core of its strategy, aiming to provide products and services that meet customers at every touch point. “In traditional brand management, marketers are responsible for specific product lines,” he says.

Marketing 9

Marketing Content Insurance Brand 9