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. But culturally, it might be time for a purge,” Cam continued. It’s like we’re surgeons who have a patient bleeding out on the operating table. Or pull out our scalpels?”

Case Study 39

Case Study Case Studies Study Culture 39

Harvard Business

OCTOBER 17, 2016

In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue. ” And she restored the company’s profitability — the turnaround was a success.

Turnaround 28

Turnaround How To Survey Enterprise 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. But while they valued more openness, the survey results indicated that they didn’t want the work environment to feel like a start-up.

Exercises 32

Exercises Meeting Real Estate Survey 32

Harvard Business

OCTOBER 24, 2016

In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail. The CEO was perpetuating the very problem he sought to fix.

Turnaround 28

Turnaround Change Management Leadership Operations 28

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. He quickly recognized that he had to institute a new strategy and culture. In fact, management consultancy Bain & Co. In fact, management consultancy Bain & Co.

Company 28

Company Engineering Turnaround System 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.

Culture 28

Culture Leadership Resources Healthcare 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. They operated with a both/and mindset, seeking to deliver on immediate goals in a way that also built a sustainable future.

Metrics 30

Metrics Study Financial Operations 30