Markovitz Consulting

OCTOBER 29, 2019

Culp has also shifted focus away from earnings per share, which was once the most important metric at GE. Under Culp’s leadership, EPS is viewed not as the end goal of the business, but rather the result of well-managed operations. What executive would advocate for ignorant, uninformed and disengaged workers?

Operations 100

Operations Journal Metrics Finance 100

Organizational Talent Consulting

APRIL 18, 2022

And a huge knowledge and skill shift that is looming will serve as a leadership validation test. Here are three future smart leadership qualities, two steps for rethinking the future of leadership, and one good leadership habit for keeping you moving in the best direction. Effective leaders are good learners.

Leadership 52

Leadership Trends Journal McKinsey 52

Harvard Business

OCTOBER 6, 2016

Investments in traditional leadership development are often misguided and a waste of money. In a Deloitte study of 7,000 organizations this year, 89% of executives rated “ strengthening the leadership pipeline ” an urgent issue. Paul Garbett for HBR. It’s not that development itself isn’t important.

Leadership 45

Leadership Deloitte Culture Pharmaceuticals 45

Harvard Business

DECEMBER 1, 2016

What does digital leadership look like in this sense? Our research, which we call the “digital DNA,” identified 23 new management practices CEOs should consider, focusing on empowerment, experimentation, collaboration, data, and speed. Leadership is changing — fast. It’s not a good position to be in.

Leadership 28

Leadership Metrics Operations Culture 28

Harvard Business

NOVEMBER 17, 2017

At the same time, members of the C-suite are measuring their potential impact using different metrics — financial, regulatory, technical, operational — leading to conflicting assessments. Multiple conversations about cyber risks are happening across a multitude of divisions in isolation.

Metrics 30

Metrics Insurance Insurance Financial 30

Harvard Business

OCTOBER 23, 2017

Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The companies best positioned to change in the next decade will be the ones that set themselves up well now, by collecting the right kind of data and investing in their analytics capacity.

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Change Management Data Company Management 28

LSA Global

APRIL 15, 2024

And sales leadership simulation assessment data tells us that too many sales leaders struggle with the ability to select strategic sales priorities that add significant value and create a competitive advantage. Customer demographics, purchasing behaviors, and pain points should be direct inputs into your sales strategy.

Sales 36

Sales Strategy Strategy Strategy& 36

LSA Global

APRIL 15, 2024

And sales leadership simulation assessment data tells us that too many sales leaders struggle with the ability to select strategic sales priorities that add significant value and create a competitive advantage. Customer demographics, purchasing behaviors, and pain points should be direct inputs into your sales strategy.

Sales 36

Sales Strategy Strategy Strategy& 36

Consulting Matters

DECEMBER 16, 2022

One thing I have learned over my almost 30-plus years of consulting – while there are executive unicorns who will share your idealistic visions of a balanced approach to leadership, like Mark Johnson (in episode 42) or former Disney COO Jim MacPhee (in episode 40), the majority won't. The people strategy is about the WHO.

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Consulting System Sales Meeting 156

Harvard Business

NOVEMBER 29, 2018

A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. Metrics that are reported daily, such as “units at capacity.” CAPTION TEXT HERE/Getty Images.

System 39

System Healthcare Metrics Operations 39

Harvard Business

NOVEMBER 23, 2017

To do this, we examined how 49 enterprise leadership teams spend their time and also looked at their perceived effectiveness on critical behaviors of a senior team. Indeed, our experience with senior teams corroborates these data. This is an area where the data present a more complex picture. framework, as detailed below.

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Strategy Strategy Strategy& Enterprise 50

1 to 1

JUNE 29, 2022

When you look deep into the data…the reality is consumers have struggled to integrate digital into their physical world,” said Lai. She explained that every large company was already operating with a “virtual” culture before the pandemic, even if all employees were physically in the office. Send-off in style.

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Conference Culture Operations Metrics 29

Management Consulted

OCTOBER 30, 2016

In addition, Economics degrees are highly theoretical – which often doesn’t equate to the very specific, actionable and data-driven consulting culture. You’ll need a sexy minor, some unique leadership experience or a great summer internship to stand out. Now granted, not all engineering degrees are created equal.

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Consulting Engineering Finance Case Interview 100

LSA Global

DECEMBER 13, 2019

Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performance in terms of revenue growth, profitability, customer loyalty, leadership effectiveness, and employee engagement. Without a coherent flow of information, critical data may be lost or misdirected.

Strategy 36

Strategy Strategy Strategy& Guidelines 36

Harvard Business

OCTOBER 10, 2017

Every step of the process was measured, and real-time metrics were easily accessible. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. Metrics emphasized speed. Every spot on every line was visible to managers.

Metrics 46

Metrics Engineering Operations Sales 46

Harvard Business

AUGUST 9, 2016

But just as rental houses are often given minimal maintenance, leaders of acquired firms brought in only the minimum leadership necessary. In phase three, PE firms are not simply holding companies waiting to dispose of the property, nor are they operating companies seeking to integrate their acquisitions into an existing business.

Talent 28

Talent Real Estate Financial Operations 28

Harvard Business

NOVEMBER 7, 2017

When I conduct workshops with marketing and leadership teams on the design of strategic narratives , I’m often asked, “Should we include the sales teams?” The fourth gap between strategy and execution is in measurement and metrics. Focus your metrics instead on learning and the creation of network effects.

Strategy 44

Strategy Strategy Strategy& Metrics 44

Harvard Business

AUGUST 3, 2018

The level and trend of a company’s top-line metric is an advance indicator of the success of its business model. When multiple players compete for the same space, revenues indicate the progress towards achieving market leadership that creates the dominant protocol for industry partners, suppliers, and customers. (In

Financial 28

Financial Report Company Metrics 28

Kates Kesler

OCTOBER 15, 2015

After weeks of assessment, analysis, and discussion, your design team has arrived at a comprehensive solution that will create an organization with the right structure, roles, governance, process, and metrics to deliver on the business strategy. As the sponsor or project manager, you ask, “what could go wrong”? The team is silent.

Analysis 50

Analysis Metrics Government Financial 50

Kates Kesler

OCTOBER 3, 2015

After weeks of assessment, analysis, and discussion, your design team has arrived at a comprehensive solution that will create an organization with the right structure, roles, governance, process, and metrics to deliver on the business strategy. As the sponsor or project manager, you ask, “what could go wrong”? The team is silent.

Analysis 50

Analysis Metrics Government Financial 50

Harvard Business

SEPTEMBER 19, 2018

But such a change would probably not change how resources are allocated or businesses operate. CEOs have shown leadership in presenting these long-term plans; however, to date, we have not had evidence on the capital market consequences that the presentation of a long-term plan may have.

Metrics 37

Metrics Financial Marketing Trends 37

Management Consulted

DECEMBER 26, 2016

Today we highlight tremendous business analyst and post-consulting leadership jobs at Uber. Operational worldwide, Uber offers its transportation network services in 58 countries and over 300 cities. Politics do not play a main role at Uber; good ideas are recognized and people are promoted based on numbers, data and analytics.

Culture 100

Culture Case Interview Interviews Transportation 100

Harvard Business

SEPTEMBER 11, 2017

Don’t obsess over metrics like inquiry volume or time to close tickets. Set up post-interaction NPS so you can tell if someone is still upset even after an issue is “solved,” start tracking the volume and quality of requests coming in along with metrics relating to revenue (i.e., Establish models, not just metrics.

Metrics 49

Metrics Engineering Efficiency Operations 49

Harvard Business

MAY 8, 2018

We found that any type of leadership change will result in short-term adverse impacts on a firm’s operational efficiency, but outsider CEOs experienced a clear advantage in productivity gains. We then analyzed hospital performance data for a five-year window around the succession event. Sponsored by Accenture Strategy.

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Study Productivity Efficiency Analysis 28

Harvard Business

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

MAY 25, 2017

Other firms have ventured down this path, including the conglomerate Wesfarmers , with its 200,000-plus staff, and the global hospital operator Ramsay Health Care. CEO incentives have traditionally been evaluated against objective data — also labelled “hard.” Should soft measures be part of a CEO’s scorecard?

Financial 34

Financial Banking Metrics Benchmarking 34

Harvard Business

APRIL 13, 2017

As Noam Scheiber writes in the Times article, “Employing hundreds of social scientists and data scientists, Uber has experimented with video game techniques, graphics and noncash rewards of little value that can prod drivers into working longer and harder — and sometimes at hours and locations that are less lucrative for them.”

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Efficiency Airlines Study Operations 60

Harvard Business

JUNE 13, 2018

We took this question to our data. consume more of leadership’s time (41%–60% of their time, on average, as compared with 20%–40% for other reorgs). consume more of leadership’s time (41%–60% of their time, on average, as compared with 20%–40% for other reorgs). Competing in the Future.

How To 33

How To Accenture Benchmarking Survey 33

Harvard Business

OCTOBER 27, 2017

However, like many of the companies surveyed by Bain, we were unsure how to connect our strategic vision around sustainability with meaningful operational changes. They are often the first to recognize and raise up areas of improvement, and it’s important that leadership is ready to listen. What lessons can we share?

Company 48

Company Strategy Strategy Strategy& 48

Harvard Business

MAY 31, 2017

Before 1999 “performance” had a simple, unidimensional definition for health care leaders and their boards: It was shorthand for the CFO’s financial report, summarizing operating margins. The financial health of the organization was the most important metric for management and governance to follow.

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Comparison Financial Report Data 45

Harvard Business

MAY 26, 2016

The self-described “statheads” have the chance-of-a-lifetime opportunity to test out their own Moneyball -style theories when the management team and owners of the Stompers invited them to run operations as part of a learning experience and team promotion. Even if you loathe baseball, it’s a terrific yarn. It wasn’t.

Talent 33

Talent Data Metrics Resources 33

Harvard Business

AUGUST 30, 2018

In 2016 the leadership team of a national retail organization asked us to help boost their frontline performance. They reached out to us because we wrote a book describing how these performance outcomes would be improved with an operating model that increases motivation.). To show how it works, we’ll walk you through an example.

How To 41

How To Retail Productivity Sales 41

Harvard Business

MARCH 28, 2017

Organizations can now engage with customers and employees like never before, and the virtual environment holds the potential to drive operational efficiencies, save time and money, and open the exploration of new commercial avenues. With the digital revolution, value comes from technology, data, and algorithms. Discipline and Focus.

Agile 28

Agile Talent Data Efficiency 28

Harvard Business

OCTOBER 5, 2018

We also invested significant leadership time in performing final interviews for all roles — from medical assistants to physician leaders — to ensure that each team member would strengthen the team’s dedication. Our primary care clinicians operate in multidisciplinary teams.

Metrics 28

Metrics Data Resources Operations 28

Harvard Business

SEPTEMBER 21, 2016

Many companies have experienced the unpleasant situation of seeing account data for their sites show up on public forums, where they’re sold to the highest bidder. The system was an important development for our team because it gave us a clear, direct metric to demonstrate our value to senior management.

Engineering 28

Engineering Productivity Development Operations 28

Organizational Talent Consulting

AUGUST 7, 2023

An Examination of the Importance of Leadership Behaviors and Attributes on Shaping Culture Executive Summary Organizational culture is a critical factor in financially successful companies. Leaders with dynamic transformational leadership attributes and behaviors are effective culture change agents.

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Culture Financial Leadership Deloitte 52

Harvard Business

MARCH 21, 2018

These kinds of statements speak to a leader’s choice of values, and a failure to understand the relationships between a safe work environment and operational performance. The reality is that virtually all workplace injuries are preventable, and safety management and operational excellence are intimately linked. At Cummins, Inc.,

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Operations Chemicals Metrics System 61