Markovitz Consulting
JULY 11, 2017
He describes his “shock and awe” approach (my terminology) in his excellent book The Lean Turnaround , where he takes the company through several week-long kaizen events. Operational and financial improvements are rapid, dramatic, and lasting. as a result], when new issues come up, they are going to revert to what they know.
Harvard Business
AUGUST 22, 2018
She’d gone to Arkansas to review operational plans and financial projections for the rest of the year with the team on the ground. It was Noelle’s third scheduled meeting to review financials, and again she was alone in a conference room waiting for people to show up. ” Two Days Earlier. ” Back in Aurora.
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Management Consulted
DECEMBER 16, 2008
3) Business knowledge – typically broad exposure across different topics like strategy, operations, organization and several areas where you’ll have expertise. This expertise may be as broad as “operations turnaround” and as specific as “benchmarking for insurance companies.” 4 NETWORKING.
Harvard Business
APRIL 26, 2016
And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating. ” In his characteristic style, Welch blasted the Elfun Society at their leadership conference. So, how do you build Box 2 muscle? How do you build a company that’s able to routinely toss what no longer works?
Harvard Business
MAY 20, 2016
It’s one thing to note a person working solo in an otherwise empty seminar room, or a group of people huddling around someone’s desk because a conference room wasn’t available. The New York headquarters housed over a third of its workforce, including developers, the sales team, operations, and leadership.
Harvard Business
MAY 4, 2016
Communicate across logos, taglines, ads, marketing, trademarks, media, trade shows, and conferences.” This next story is told by a health care EVP/COO who’s planned and executed several turnarounds of large hospital systems. ” Résumé Story. BREWERY START-UP. With two partners, I launched Flounder Brewing Co.,
Harvard Business
NOVEMBER 8, 2017
Organizations should intervene to identify and develop promising future talent early in their careers, helping women broaden their skills by providing access to operating roles and leadership opportunities, both horizontal and vertical moves, in core business functions. This will also lessen the chances that talented women will leave.
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