Progressus

NOVEMBER 10, 2023

Technology combined with data is a matter of life and death for professional services firms where the “product” is a combination of insights and expertise. They also continuously rework processes to better meet client needs, reduce waste, boost productivity, and move faster to stay ahead of competitors.

Agile 52

Agile Tools Data Talent 52

Peter Stark

OCTOBER 13, 2019

This is not a toxic environment, but an example of great leadership and doing the right thing. Hire an Executive Coach: When someone has been allowed to negatively impact an entire workgroup or culture, it’s difficult for them to change their communication and leadership style. The post Are You a Toxic Leader?

Survey 38

Survey Turnaround Leadership Interviews 38

Harvard Business

APRIL 26, 2016

Box 3: Generate breakthrough ideas and convert them into new products and businesses. One effective way is to work on culture. Box 2 muscle requires a culture where honest Box 2 questions are encouraged. ” He continued, “let’s not launch Product X version 2 and instead focus all our efforts on Product Y.”

Company 28

Company Culture Turnaround Productivity 28

Harvard Business

OCTOBER 17, 2016

She had to help Xerox recover from a series of missteps by previous leaders, including product failures and poor accounting practices, as well as an economic downturn that had pushed the company to the brink of bankruptcy. ” And she restored the company’s profitability — the turnaround was a success. Hope rekindled.

Turnaround 28

Turnaround How To Survey Enterprise 28

Consulting and Organizational Management

OCTOBER 26, 2011

Instead, I’ve been more successful with, e.g., ”turnaround specialist” or “business developer.” Focus on leadership and managment “systems/structures,” not on people (which can be hard to do with today’s infatuation with heroic leaders. Business Ethics, Culture and Performance.

Consulting 76

Consulting Organizational Development Nonprofit Small Business 76

Harvard Business

AUGUST 9, 2016

These buy outs shifted agency from owners to managers; “corporate raiders” worked with high-yield debt to fund these turnarounds. But just as rental houses are often given minimal maintenance, leaders of acquired firms brought in only the minimum leadership necessary.

Talent 28

Talent Real Estate Financial Operations 28

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. All of the latter use technology. The former are technologies.

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

MAY 20, 2016

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. The New York headquarters housed over a third of its workforce, including developers, the sales team, operations, and leadership.

Exercises 38

Exercises Meeting Real Estate Survey 38

Harvard Business

JULY 18, 2016

Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. ” With new direct reports, Doug found that there was often a period of low-productivity limbo when both parties were trying to figure the other one out. How to Develop the Trust-Building Skill.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

SEPTEMBER 6, 2016

What’s more, the demand for rapid growth often comes with a push from investors to enter new markets or ramp up product innovation. CEOs need to know how a change in strategy (a new target market, say, or a new product) will affect manufacturing, marketing, selling, servicing, and other processes.

Company 28

Company Engineering Turnaround System 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. This value-based leadership paid off.

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. Similar to the advance of “standardized process” in the early 20th century, digital is not just the new product to offer our customers (e.g., Insight Center. Developing Tomorrow’s Leaders. Sponsored by Korn Ferry.

Development 28

Development Leadership Talent Agile 28