Agile Finance Metrics Operations 
Business Consulting Agency
APRIL 9, 2024
They conduct financial analysis, valuation assessments, and funding feasibility studies to attract investors, secure financing, and optimize capital allocation for sustainable growth and profitability. Operational Efficiency and Scalability Efficient operations are critical for startup success, especially as businesses scale and expand.
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?
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LSA Global
AUGUST 25, 2020
Are you and your sales team agile enough? First, pull a cross-functional team together from sales, marketing, pricing, finance, legal, product development, and service to identify how to best stabilize, forecast, and optimize strategic accounts and the sales pipeline in the next 30 days. Is It Time to Pivot Your Sales Strategy?
Kates Kesler
JULY 2, 2015
The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility. It is the artful combination of organizational structure, process, governance forums, metrics and reward systems that tie together global business units and functions with far-flung geographic market units.
Kates Kesler
NOVEMBER 29, 2015
After working closely with over twenty large US and European-based global companies during the past ten years, we have concluded the problem is not in the fundamental design of these operating models. The metrics and reward systems in the company make it clear that this kind of collaboration is expected. Amy Kates & Greg Kesler.
Harvard Business
AUGUST 29, 2018
Recently, a financial services organization found $5 million in opportunities to optimize its finance processes. Yet it also gives you an agile way to work: you don’t waste time or dollars when there are no results, and you develop a fast-fail mentality to learn what works and what doesn’t.
Harvard Business
AUGUST 23, 2018
Truth is, you can have the right portfolio of investments, the right metrics and governance, the right stage-gate development process, and the right talent on the right teams — but if you don’t design the right handoffs between your teams, all of that planning falls apart. But a sickening number of those investments fail.
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