Harvard Business

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles.

Management 29

Management Turnaround Engineering Benchmarking 29

Harvard Business

AUGUST 9, 2016

From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. The types of private equity firms and the approaches to managing these firms has evolved over the last 40 years through three general phases. In this phase, the acquired property is not just managed, but transformed.

Talent 28

Talent Real Estate Financial Operations 28

Harvard Business

DECEMBER 22, 2016

Obama nominated Robert McDonald , an Army veteran and experienced executive who had honed his leadership skills during a 33-year career at Proctor and Gamble, to attempt the difficult turnaround. billion, its budget in 2015 was slightly higher than the total gross sales of General Motors.

Culture 28

Culture Leadership Resources Healthcare 28

Harvard Business

SEPTEMBER 6, 2016

In fact, management consultancy Bain & Co. He was very smart and polished but didn’t see how his pointed words and micromanaging ways were affecting his management team. From 2008 to 2015 SCA’s revenue rose 88% (from $690 million to $1.3 Morale was terrible, and important initiatives were flagging.

Company 28

Company Engineering Turnaround System 28

Harvard Business

FEBRUARY 24, 2017

We offer such a roadmap here, the outcome of a research project , at the Center for Higher Ambition Leadership, with 25 CEOs and their practices for mastering short-term pressures and creating long-term social and economic value, even in the toughest conditions. This value-based leadership paid off.

Metrics 29

Metrics Study Financial Operations 29

Harvard Business

AUGUST 4, 2017

The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. She returned in 2015. If you’re one of these employees, how should you handle your comeback?

Company 34

Company Case Study Case Studies B2C 34

Harvard Business

JULY 18, 2016

Doug identified “Inspiring Trust” as his number one mission in his 10-year turnaround of Campbell Soup Company, where his efforts resulted in cumulative shareholder returns in the top tier of the global food industry, and among the highest measured employee engagement levels in the Fortune 500, particularly with his leadership team.

Financial 28

Financial Culture Leadership Report 28