Harvard Business

AUGUST 11, 2017

Making these shifts requires increased attention to organizational governance around three domains: talent, capability , and leadership. To focus that attention and transform the companies in their portfolios, PE firms are establishing a new role that we call a leadership capital partner (LCP).

Leadership 28

Leadership Talent Culture Turnaround 28

Harvard Business

MAY 30, 2016

Even without speaking the local language, you can learn a huge amount about a country’s culture from tuning into local television shows, especially comedy programs. Being able to tune into a culture without pre-conceived biases or judgment is a skill all leaders need in complex, global organizations. Managing Across Cultures.

Culture 28

Culture Turnaround Interviews Hotels 28

Harvard Business

APRIL 26, 2016

A staggering 88% of companies listed in the 1955 Fortune 500 are nowhere to be found in the same list today. If we want our companies to last, we must excel at the “ Three Box Solution.” If we want our companies to last, we must excel at the “ Three Box Solution.” One effective way is to work on culture.

Company 28

Company Culture Turnaround Productivity 28

LSA Global

JANUARY 1, 2018

This book tells the story of a successful sales executive who, after leading an analytics-driven turnaround (in Data Driven, this book’s predecessor), faces a new turnaround challenge as chief human resources officer. Boost HR and company productivity and performance with metrics that matter. Realistic and Actionable.

Data 34

Data Strategy Strategy Strategy& 34

Harvard Business

AUGUST 16, 2018

Consider the example of Nicolas, a regional sales vice president at a medical devices company. Catherine, a senior marketing director leading a cross-functional product development team at the same company, provides a contrasting case study. Role Models: shape the values, behavior, and culture of the organization.

Turnaround 38

Turnaround Talent Groups Meeting 38

Harvard Business

AUGUST 4, 2017

“It’s natural for companies to look for employees who have a track record,” he says. “You’re choosing to come back, which means the company wants you back,” she says. You might have “realized the culture was wonderful and you miss it.” Network around the company.

Company 45

Company Case Study Case Studies B2C 45

Peter Stark

OCTOBER 13, 2019

In the nine months I endured this toxic environment, three of my good team members quit the company. This is not a toxic environment, but an example of great leadership and doing the right thing. Most often, they’re going to need additional help in developing the strategies and actions to make a positive turnaround.

Survey 38

Survey Turnaround Leadership Interviews 38

CaseInterview.com

MARCH 26, 2019

Option A was the best logical option, but it was also a tough sell, given the culture of the organization. Option B was 80% as good as Option A, but had no cultural resistance. EXAMPLE #1: The date was November 22, 2000 for XYZ company -- one of the leading start companies in the eCommerce software services market.

Case Interview 81

Case Interview Interviews Resumes Retail 81

Harvard Business

SEPTEMBER 6, 2016

When a private equity firm adds a new company to its portfolio, analysts rigorously size up its financial, operational, and competitive condition. Yet even with all that knowledge and effort, many private equity companies still don’t do a good job when it comes to deciding whether to keep the CEO in place or select a new CEO.

Company 28

Company Engineering Turnaround System 28

Harvard Business

OCTOBER 17, 2016

Take Anne Mulcahy, who stepped into the CEO role at Xerox in 2001, during a particularly tough time in the company’s history. Yet she chose to spend her first three months talking with employees, understanding their concerns, and testing their reactions to potential solutions to the company’s problems. Hope rekindled.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

AUGUST 9, 2016

From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. A major catalyst for this shift has been private equity firms, which take companies private and incorporate them into their own portfolios. Three Phases in the Evolution of Private Equity Investment.

Talent 28

Talent Real Estate Financial Operations 28

Harvard Business

OCTOBER 17, 2016

You accept your first job as a manager in a fast growth tech company, thinking: “How much different could this be from my former company—a financial services firm? A series of jarring experiences have taught you that: Your management authority is meaningless in a culture that worships engineers.

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

JULY 18, 2016

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. Was this a deliberate attempt to imprison employees and stifle their energy?

Financial 28

Financial Culture Leadership Report 28

Harvard Business

MARCH 2, 2017

One CFO I know managed finance for a spin-off firm when it went public and then returned to the parent company in a corporate position. Getting on the C-suite shortlist requires having a demonstrable impact on the entire company. Most companies have a distinct culture.

How To 28

How To Culture Turnaround Talent 28

Harvard Business

MAY 20, 2016

Smart companies understand that workspaces are a business tool. An office environment reflects and reinforces a business’s core values, through the placement of different teams and functions and design elements that reflect culture, brand, and values. At the same time, the company knew they had some challenges.

Exercises 37

Exercises Meeting Real Estate Survey 37

Harvard Business

OCTOBER 24, 2016

” This reflects an endemic lack of self-awareness in leadership, and the costs are significant. One newly appointed CEO I worked with was leading a massive overhaul of his company while he personally struggled deeply with indecisiveness. We later discovered that her impatience was symptomatic of deeper issues.

Turnaround 28

Turnaround Change Management Leadership Operations 28

Harvard Business

APRIL 4, 2016

He had spent his entire 14-year career at the company, had worked hard, and had rapidly climbed the ranks in sales and marketing. The culmination was his promotion to business unit leader for Plastic Resins, one of the company’s best-performing units. He inherited a strong team with a proven track record.

Turnaround 28

Turnaround Chemicals Study Company 28

Harvard Business

NOVEMBER 8, 2017

of Fortune 500 companies are run by female CEOs, and while there is incremental progress — there are 32 female CEOs this year, the highest percentage ever, compared with only 21 last year — the rate of change can feel excruciatingly slow. Harry Haysom/Getty Images. Women could be ready for the CEO role sooner.

Interviews 28

Interviews Benchmarking Case Interview Talent 28

Harvard Business

DECEMBER 22, 2016

In the end, a combination of unattainable objectives, an environment that lacked transparency, and a culture where failure was not perceived to be a viable option, led some VA administrators and clinic staff to manipulate data to make it appear as though the wait time goal was being achieved. Could the organization turn itself around?

Culture 28

Culture Leadership Resources Healthcare 28

Harvard Business

JULY 20, 2016

Japan’s educational institutions and cultural work ethic give its managers a jump-start in their careers, but most companies don’t continue the development process as far as it could go. against the average scores for those metrics from all the executives in our worldwide database. What we found was an incredible paradox.

Turnaround 28

Turnaround Engineering Leadership Case Interview 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. The CEOs in our study were adept at telling their company’s story.

Metrics 32

Metrics Study Financial Operations 32

Harvard Business

OCTOBER 10, 2016

As work itself is changing, some of the basic tenets of leadership development are being challenged. Leaders must have the vision and forward-focus to anticipate how technology could disrupt the business model and the skill to mobilize the organization for change and drive a culture of collaboration. Insight Center.

Development 28

Development Leadership Talent Agile 28