Harvard Business

JUNE 8, 2018

Digital companies, however, consider scientists’ and software workers’ and product development teams’ time to be the company’s most valuable resource. CFOs of these companies themselves admit that they cannot justify their market capitalizations based on traditional metrics.

Financial 29

Financial Report Cash Flow Metrics 29

Harvard Business

MAY 3, 2016

In particular, large companies want to partner with small firms that have developed advanced, game-changing technologies. The most critical stage — during the actual product development process — is also when things can unravel quickly. They focused on the entrepreneurial talent, not the technology.

Intellectual Property 28

Intellectual Property Talent Groups Accenture 28

Harvard Business

MARCH 13, 2018

Employee brand engagement differs from “employer branding” or “employment branding,” terms that refer to an organization’s efforts to enhance its image to attract and retain talented employees. MGM also developed a communications campaign that reached all employees from all angles.

Company 49

Company Training Training Culture 49

Harvard Business

MARCH 13, 2018

For instance, Doug shared some new concepts for transforming an insurmountable checklist of requirements into manageable benchmarks and priorities, which he had developed after conducting a comprehensive review of his company’s operations. He also shared supply discipline systems that reduced common inefficiencies.

Operations 35

Operations Exercises Conference System 35

Harvard Business

NOVEMBER 22, 2017

A new operating model also requires a governance structure and leadership model so leaders know how they will exercise operational control and inspire employees—and hold themselves accountable for doing both. For individuals, they make sure that difference-making talent is in mission critical positions. Yet change they must.

Strategy 28

Strategy Strategy Strategy& Company 28

Consulting Matters

DECEMBER 30, 2020

In this video, Jen and I walk you through the ANTI-planning and business development best practices we gained through trying to merge our companies while adapting to the global pandemic which resulted in our most profitable and happy year ever. Jen has been a huge help for me in learning how to make exercise a part of my daily routine.

Exercises 156

Exercises Video Marketing System 156

Consulting Matters

DECEMBER 30, 2020

In this video, Jen and I walk you through the ANTI-planning and business development best practices we gained through trying to merge our companies while adapting to the global pandemic which resulted in our most profitable and happy year ever. Jen has been a huge help for me in learning how to make exercise a part of my daily routine.

Exercises 156

Exercises Video Marketing System 156

Harvard Business

AUGUST 29, 2016

In some ways, managing managers is similar to managing anyone else — you need to align their goals with yours, provide feedback, and help them advance their careers, says Sydney Finkelstein, professor at Dartmouth’s Tuck School of Business and author of Superbosses: How Exceptional Leaders Manage the Flow of Talent.

Management 49

Management How To Report Training 49

Harvard Business

NOVEMBER 23, 2016

The organization had a strong community tradition and over 4,500 talented employees. Together we developed an agenda for change and put it into action. .” The questions were developed by Press Ganey, the healthcare survey company, and were related to employee engagement. He proposed that we try something new.

How To 28

How To Healthcare Operations Leadership 28

Harvard Business

JULY 12, 2017

Spreadsheets were developed, resources were marshaled, budgets were approved, and the work began. Projecting new revenues to the four areas in the Opportunity Portfolio was an easy exercise. The metrics need to change. They show enough promise that they will become mainstay core products in the next 12 months or so.

How To 28

How To Resources Operations Trends 28

Harvard Business

DECEMBER 7, 2016

From previous research , we already know that these “male champions” genuinely believe in fairness, gender equity, and the development of talent in their organizations, and that they are easily identified by female leaders for the critical role they play advancing women’s careers. And what do they have in common?

Talent 28

Talent Interviews Leadership Groups 28