Consulting Matters
APRIL 13, 2023
About the guest: About the guest: Brad Rex is an accomplished senior executive and corporate officer with proven experience growing businesses and driving results in start-up, turnaround, expansion and multi-site situations.
CaseInterview.com
MARCH 16, 2020
With the media, stock markets, and social media going crazy over the topic, I spent a lot of time digging into the data to develop my own conclusions. It turns out that there is an actual metric that measures this. The closest proxy metric that’s easy to measure is # of NEW cases today vs. yesterday.
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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. a condo development, apartment building, or golf course). But the planned urban development PUD also has shared infrastructure and systems that enable the community to operate (e.g.,
Harvard Business
FEBRUARY 24, 2017
Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. ” Many CEOs in our interviews emphasized the importance of choosing the right metrics to support both/and decision making.
CaseInterview.com
SEPTEMBER 9, 2022
My speculation is that the cause vs. effect mini-games are being tested with candidates to develop a statistical track record to see how the scores in cause vs. effect mini-games correlate with the large database of scores from the first two types of mini-games. It is unclear why this is the case.
Harvard Business
MAY 18, 2017
Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Case closed (until engineers develop an algorithm that does the job better). That quality made him (arguably) the quintessential HBR author.
Harvard Business
JULY 20, 2016
against the average scores for those metrics from all the executives in our worldwide database. 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. What we found was an incredible paradox.
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