Peter Stark

OCTOBER 13, 2019

Of the many surveys our firm has conducted, we have learned that people may join an organizations,but they absolutely leave because of the relationship they have with their managers. One employee we were interviewing told us that working at his corporation was almost like a religious experience.

Survey 38

Survey Turnaround Leadership Interviews 38

Harvard Business

OCTOBER 17, 2016

A series of jarring experiences have taught you that: Your management authority is meaningless in a culture that worships engineers. Dense geographic concentrations in regions such as Silicon Valley, Seattle, Boston and Bangalore foster even more cultural idiosyncrasies. We then interviewed more than a dozen U.S.

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

APRIL 4, 2016

This is confirmed by my follow-up interviews with these leaders, which revealed that these internal transitions can be every bit as tough as onboarding, involving combinations of promotions and moves to new units or new geographies, as well as dealing with different cultures and political networks.

Turnaround 28

Turnaround Chemicals Study Company 28

Harvard Business

SEPTEMBER 6, 2016

Since 2009 we have interviewed and surveyed 181 executives who run PE-owned companies, as well as eight to 15 people who work with each of these 181 executives (supervisors, board members, director reports, and others). He quickly recognized that he had to institute a new strategy and culture.

Company 28

Company Engineering Turnaround System 28

Harvard Business

FEBRUARY 24, 2017

In a recent survey , 70% of respondents said that CEOs focus too much on short-term financial results, and nearly 60% said that they don’t focus enough on positive long-term impact. ” Many CEOs in our interviews emphasized the importance of choosing the right metrics to support both/and decision making.

Metrics 32

Metrics Study Financial Operations 32