Harvard Business

AUGUST 31, 2018

They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. Each had been employed for at least two years and had aspirations to move into executive management or senior leadership. They confidently seize opportunities.

Management 48

Management Leadership Culture Development 48

Organizational Talent Consulting

APRIL 18, 2022

Selfless love cultivates an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of our differences. It is when leaders use facts extracted from data and metrics to guide business decisions that support business goals rather than relying on experience, intuition, and stories alone.

Leadership 52

Leadership Trends Journal McKinsey 52

Harvard Business

DECEMBER 29, 2016

More often the dilemmas were the result of competing interests, misaligned incentives, clashing cultures. Companies can warp their own ethical climate by pushing too much change from the top, too quickly and too frequently. Cross-cultural differences. Emotional intelligence can help you here.

Ethics 41

Ethics Company Emotional Intelligence Study 41

Harvard Business

MAY 8, 2017

Whereas most business lists analyze companies by traditional metrics such as revenue or by subjective assessments such as “innovativeness,” our ranking evaluates the ability of leaders to strategically reposition the firm. We then narrowed the list to 18 finalists using three sets of metrics: New growth.

Methodologies 53

Methodologies Culture Metrics Company 53

Harvard Business

NOVEMBER 23, 2016

In 2011, when I came to Centura Health in Colorado as President of its largest operating group (Mountains and North Denver Operating Group or MNDOG) and CEO of its flagship health organization, Saint Anthony Hospital, I saw a clear mandate for change. The feedback could be tough at times.

How To 28

How To Healthcare Operations Leadership 28

Harvard Business

AUGUST 19, 2016

Departments blame “rogue cops,” not organizational culture. Reining in this behavior requires a change in police culture. This includes both the culture of policing writ large and the micro-cultures of individual departments. Changing the culture of an organization is hard; law enforcement no exception.

Culture 28

Culture System Training Training 28

Harvard Business

SEPTEMBER 27, 2018

The more calls they received, the more operators they needed, and the more their margins eroded. They would continue tracking their normal metrics but, for the next few weeks, these metrics wouldn’t impact teams’ compensation. ” Yeah, ouch. No market research or benchmarking data would have suggested it.

Company 50

Company Metrics Financial Benchmarking 50

Management Consulted

NOVEMBER 2, 2015

However, not all of its resources are pointed towards consulting, as it offers three lines of services, Audit, Tax and Advisory, with the Advisory arm of its operations (where consulting lives) generating $9.09 Within the US, KPMG LLP operates from 87 offices with more than 23,000 employees. Operating Effectiveness. Outsourcing.

Interviews 100

Interviews Culture Consulting Case Interview 100

Harvard Business

MARCH 27, 2017

But in the culture of firefighting that had developed at the company, decisions were treated in isolation or in response to day-to-day developments in the business. Moreover, managers and teams were unsure who owned what decisions, constantly kicking them upstairs and putting more demands on the senior team.

Exercises 28

Exercises Productivity Efficiency Methodologies 28

Harvard Business

SEPTEMBER 14, 2017

We found the Architects sustainably transformed a school by challenging how it operated, engaging its community, and improving its teaching. ” In our study, it took at least five years to engage a school’s community, change its culture and improve its teaching.

Research 28

Research Study Education Recruiting 28

Harvard Business

DECEMBER 13, 2016

A team of engineers, designers, operations specialists, and clinicians was assembled and led by an experienced, well-respected physician “chief engineer” whose vision for the future of care was disruptive. Most care-delivery organizations do not have a culture that can tolerate uncertainty for such a long period.

Case Interview 28

Case Interview Insurance Insurance System 28