Harvard Business

NOVEMBER 9, 2016

Managers in the unit should understand what’s expected of them, how their work is going to change, and why standardizing work is important to sustaining quality. Standardizing work processes is a concept from lean management.). Management “hygiene.”

Healthcare 29

Healthcare System Operations Metrics 29

Organizational Talent Consulting

JULY 17, 2023

UNDERSTANDING THE LOCAL CULTURAL CONTEXT Today many industries and organizations operate on a global scale. For example, rice is a substitute on the menu for fries in Indonesia and roasted pork for hamburgers in Korea. However, highly visible and disruptive events like mergers and acquisitions can make cultural differences striking.

Culture 52

Culture Resources Tools Leadership 52

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

JULY 19, 2016

These include improving data-mining operations, helping with training, and making structured, repeatable tasks and processes far more efficient and less costly. For example, it took nearly a year to design, build, and implement ABIe. And they are finding the tools increasingly useful, of course, in dealing with online customers.

Company 28

Company Knowledge Base Insurance Insurance 28

Harvard Business

DECEMBER 29, 2016

Based on this study and our collective experience of working with thousands of business leaders, there are a number of obstacles and contradictions we see most often impact the ability to act ethically: Business transformation programs and change management initiatives. You can, for example, pay more attention to: How people are paid.

Ethics 32

Ethics Company Emotional Intelligence Study 32

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 45

Methodologies Culture Metrics Company 45

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.

Management 36

Management Leadership Culture Development 36

Harvard Business

AUGUST 19, 2016

For example, no police leader would instruct his or her officers to brutalize suspects. But even when academy training is better (for example, including instruction in de-escalation techniques), new recruits soon buy into the older model of aggressive, authoritative policing exhibited by old-timers on the force.

Culture 28

Culture System Training Training 28

Harvard Business

MARCH 27, 2017

Although most large organizations may have defined processes for this, rapidly-changing situations, short-term crises, and urgent needs from customers can overwhelm the team’s agenda. Dynamics between teams can come into play as well: For example, how does a senior regional team interact with the global team?

Exercises 28

Exercises Productivity Efficiency Methodologies 28

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

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. An example is the question: “How would you go about washing all of the windows in the city of Boston?

Case Interview 28

Case Interview Insurance Insurance System 28