Harvard Business

MAY 22, 2018

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? Learn and experience how agile works. What can I do?”

Agile 40

Agile Energy Retail Case Interview 40

Kates Kesler

NOVEMBER 4, 2021

The matrix is designed to bring forth the voices that need to influence key enterprise trade-off decisions (e.g., long term vs short term investments, M&A activity, enterprise vs operating unit accountability). 1 Networked, Scaled, and Agile. Amy Kates, Greg Kesler, Michele DiMartino.

Automotive 50

Automotive Enterprise Operations Agile 50

Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? The global/local tension.

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

JUNE 19, 2017

If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.

Agile 28

Agile Software Case Interview Video 28

Makarios Consulting

SEPTEMBER 1, 2020

While leadership teams readily get behind defining their core values and are hyped to set “big, hairy, audacious goals” (to use the term coined by Jim Collins and Jerry Porras), they may not realize how identifying their Core Focus can be an extremely effective strategic weapon in today’s competitive marketplace. It gets you excited.

Leadership 52

Leadership Agile Enterprise Operations 52

Brimstone Consulting

JULY 6, 2021

How a leadership laboratory improved employee engagement, increased international promotions for leadership roles, and decreased turnover. The leaders at these levels had had little to no exposure to personal and leadership development opportunities, and they lacked a shared understanding of leadership. CASE STUDY.

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Case Study Case Studies Emotional Intelligence Study 52

LSA Global

AUGUST 2, 2022

No longer can leaders coast along the same old paths; you need to reimagine the journey forward and invest in the leadership capabilities required to create more innovative, agile , and resilient teams and organizations. The Bottom Line Strategic plans should be living and evolving documents.

Strategy 36

Strategy Strategy Strategy& Talent 36

Harvard Business

NOVEMBER 23, 2017

To do this, we examined how 49 enterprise leadership teams spend their time and also looked at their perceived effectiveness on critical behaviors of a senior team. The academic literature as well as our consulting experience suggest that the ability to prioritize is a key ingredient to an enterprise leadership team’s success.

Strategy 50

Strategy Strategy Strategy& Enterprise 50

Harvard Business

JULY 19, 2017

Operational excellence, customer intimacy, or product leadership — successful companies excel in one dimension and perform well in the others. How to Become a Digital Enterprise. Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud. Digital transformation requires enterprise alignment.

Enterprise 28

Enterprise Insurance Insurance Agile 28

BCG

OCTOBER 27, 2016

Instead, the short-comings are in leadership, the resolve to change, and the skills needed to reshape the organization around new approaches such as agile. At the other extreme, some companies initiate enterprise-wide digital transformations, but they lack focus and accountability.

Agile 40

Agile Enterprise Efficiency Company 40

Harvard Business

JANUARY 12, 2018

All too often, individual leaders seek — indeed are incentivized — to protect and optimize their own domains, and find themselves locked in energy-sapping internal turf wars, rather than working with peers to align and improve across the entire enterprise. What Do Enterprise Leaders Do?

Company 28

Company Enterprise System Leadership 28

Kates Kesler

NOVEMBER 29, 2015

There are only so many ways to design enterprise structure. The work of support and operating functions like finance, marketing, supply chain and human resources must change to leverage these technologies, and do so in a way that serves enterprise objectives, as well as the needs of individual businesses.

Enterprise 50

Enterprise Metrics Operations System 50

Harvard Business

SEPTEMBER 18, 2017

But should enterprise leadership teams also pursue cohesion? To explore this question, over the course of six years, we surveyed senior-most leadership teams 99 times at companies representing a variety of industries, including financial services, food and beverage, energy, technology, healthcare, and retail.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

MAY 18, 2018

CEB reports that the average organization has undergone five enterprise-wide changes in the past three years and 73% expect change to accelerate (URL: [link] ). In this environment, change agility needs to be part of the new organization’s and leaders’ DNA. Change agility requires an answer to the question “Why?”,

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Agile Efficiency Culture Trends 53

Harvard Business

NOVEMBER 8, 2016

But as more organizations fall prey to complex intangible risks, from unwanted disclosure due to rampant cyber threats to breaches of conduct driven by skewed incentive systems, the aperture of risk management is expanding from protecting the balance sheet to promoting ethical leadership and values-based decision making.

Ethics 39

Ethics Management Balance Sheet Agile 39

Kates Kesler

JULY 2, 2015

Have conglomerates and diversified companies under-performed because of failures in enterprise strategy? The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility. Some leadership teams inhabit these models as though they are second nature.

Enterprise 50

Enterprise Operations Agile Metrics 50

Harvard Business

NOVEMBER 16, 2017

Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers. When companies do find a way to recapture the insurgent energy of a start-up, it’s usually because leadership has emphasized two things.

Agile 28

Agile Exercises Enterprise Energy 28

Harvard Business

JUNE 20, 2017

At IDEO, we believe that the most significant change often comes through social movements, and that despite the differences between private enterprises and society, leaders can learn from how these initiators engage and mobilize the masses to institutionalize new societal norms. His leadership team began with a search for purpose.

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Culture Company Enterprise Leadership 53

Harvard Business

FEBRUARY 13, 2018

That’s why it’s imperative to step up and build the capability to innovate and be agile across the entire enterprise. Start with yourself and your leadership team. Your senior leadership team needs to model a thinking process that is faster and more agile, with decisions made more quickly.

Agile 28

Agile Talent Culture Data 28

Harvard Business

SEPTEMBER 4, 2017

Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation. Both Kaizen events and Agile sprints are investments in innovation and human capital productivity. This includes more autonomy and agility as well as inspirational leadership.

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Agile Energy Productivity Talent 53

Harvard Business

MARCH 28, 2017

Gartner predicts 41 percent of enterprise revenue will come from digital business by 2020—almost double what the percentage was in 2015 (Gartner, 2016). This revealed five essential leadership and organizational capabilities: discipline and focus, agility, connectivity, openness and transparency, and empowerment and alignment.

Agile 28

Agile Talent Data Efficiency 28

Harvard Business

APRIL 6, 2017

In addition to formal organizational changes, leaders can reduce burnout and raise enterprise productivity through softer interventions. For example, by adopting agile principles, leaders can motivate and energize teams, and give individual team members a way to own the results.

Company 53

Company Energy Tools Talent 53

1 to 1

FEBRUARY 16, 2021

Based on that data, build an agile and insight-driven service delivery model. Extend the CX journey across the enterprise Looking at the big picture is key. A truly holistic approach to CX needs buy-in from top-level leadership that trickles down through the entire organization. This will help ensure everyone’s need are met.

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Tools Strategy Strategy Strategy& 26

Harvard Business

APRIL 25, 2017

” Scholarly publications like the Journal of Management Studies put out calls for new research that could inspire enterprise-level change. .” There are people in the business community launching initiatives like I4J , a group that challenges the Silicon Valley tech community to “innovate for jobs.”

Apparel 32

Apparel Chemicals Journal Agile 32

Harvard Business

MAY 18, 2018

Market leadership requires companies to create distinctive insight about the consumers they serve, insight drawn from data that only consumers themselves can provide. Living: Business will combine external awareness and a highly agile organization that continually reshapes and adapts to a volatile market. There’s no time to lose.

Accenture 28

Accenture Strategy Strategy Strategy& 28

Harvard Business

SEPTEMBER 8, 2017

These efforts have enabled operational efficiencies, cost reductions, and greater agility, preparing companies for the next phase of digital transformation: driving growth. In order to move up and over , CMOs need to foster new perceptions and expectations across the enterprise. Up : CMOs are promoted into new roles. ” 4.

Enterprise 28

Enterprise Sports Marketing Software 28

Harvard Business

MARCH 22, 2017

The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?” Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development. Cisco has created a real-time, online dashboard where the entire marketing organization can look at performance.

Marketing 49

Marketing Agile Fashion Sales 49

Harvard Business

MAY 16, 2016

As if that weren’t tough enough, another challenge for corporate leaders is how to make sense of strategic alignment at both the team / business unit level (or division or department, however it is classified) and at the enterprise level. Each state poses a different leadership challenge. And yet it is possible.

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Banking Film Strategy Strategy 50

Harvard Business

OCTOBER 3, 2018

She and the CEO now agreed that she should play an upstream, strategic, enterprise-wide role. In the following months, the CMO began to look for opportunities where her team could proactively step “into the gap” — to take a leadership role on an opportunity that none of the other functions picked up.

Advertising 28

Advertising Agile Marketing Meeting 28

Harvard Business

JANUARY 2, 2017

It’s about creating an agile organization that can detect what type of change is essential and respond quickly with the most competitive solution. Only the CEO has the power to provide this kind of direction across the entire enterprise.

Agile 45

Agile Data Development Industry 45

Harvard Business

NOVEMBER 22, 2017

What distinguishes the percentage that succeed, he says, is that they focus on enterprise-wide transformation, take account of interdependencies, and strive to improve the entire continuum of care from the patient’s perspective. Brandon Carrus, a senior partner at McKinsey & Co. Sensitivity to operations. Commitment to resilience.

Healthcare 28

Healthcare Efficiency Methodologies System 28

Harvard Business

DECEMBER 19, 2016

Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. Manage costs — or add value? Insight Center.

Intellectual Property 28

Intellectual Property Talent Industry Culture 28

Harvard Business

FEBRUARY 2, 2018

But who is likely to assume leadership in creating and capturing economic value in Type 3 products: Digital natives or industry incumbents? The industrials must build a digital culture based on concepts like lean, agile, simplicity, responsiveness, and speed. That’s a tall order for an established enterprise.

Industry 28

Industry Software Engineering Efficiency 28

Johanna Rothman

FEBRUARY 24, 2022

Does your organization have an enterprise architect or Chief Product Person? This image, from Agile and Lean Program Management , shows a small-world network. But, you say, the Enterprise Architect helps you. Here's the story of Pat, the Enterprise Architect. Pat, the Enterprise Architect, at Company 1.

Enterprise 115

Enterprise Agile Tools Research 115

Comatch

JANUARY 25, 2023

However, before embarking on your digital transformation journey, it is a good idea to ask yourself the following questions: What could enterprise digital transformation mean for my business? If an organization’s leadership is willing to champion a transformation project, the chances of success have dramatically increased.

How To 52

How To Agile ROI Tools 52

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

Brimstone Consulting

JUNE 7, 2022

Strategy and Leadership Team Alignment energizes an organization and increases the stock price by 170%. Brimstone led the executive leadership team through our Strategy and Leadership Team Alignment process. Further, Brimstone partnered with the organization to hold two leadership summits. CASE STUDY.

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Case Study Case Studies Study Leadership 66