Harvard Business
OCTOBER 27, 2017
Plume Creative/Getty Images. Over the last decade, I’ve conducted thousands of 360-degree feedback interviews with the colleagues of the leaders I coach. My goal with these sessions is to get a better sense of my clients’ strengths and weaknesses, but more often than not, the feedback isn’t particularly useful. How do you give feedback that helps someone learn and improve?
Martinka Consulting
OCTOBER 27, 2017
When in New York, my wife loves going to a clothing store called New York Look, where she’s befriended one of the employees who helps her with what she buys. There used to be four of these stores and now there’s one. One of the more recent closures was a store near the intersection of Central Park West and Central Park South (where a new Nordstrom Tower building is going in).
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Harvard Business
OCTOBER 27, 2017
Simone Golob/Getty Images. In a recent survey , Bain & Company found that just 2% of companies are successful in achieving their sustainability goals. While this can be disheartening, it doesn’t have to be this way. The company I lead, Ingersoll Rand, is a 146-year-old organization that over the past few years integrated sustainability and business strategy to anticipate and address major global trends, most prominently climate change.
Martinka Consulting
OCTOBER 27, 2017
I’ve been working with a client company on the implementation of an ESOP (Employee Stock Ownership Plan). In an ESOP, a qualified plan, the plan buys the stock of the firm from the owners with vested employees now the owners, en masse. One of my roles was being on the team interviewing the critical (and very expensive) ESOP advisors. There’s a Third-Party Administrator, Attorney for the Company, Trustee, Attorney for the plan, and business appraiser (and I found most appraisers don’t do ESOP val
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Seth Godin Blog
OCTOBER 27, 2017
A friend asked me for some ways to make money. (All direct quotes). "Can I do okay taking those surveys where they pay me?" "What about buying or trading shirts from Supreme and then selling them?". "Do you think I can get paid $50 an hour to be a dog walker?". The thing is, almost all the easy shortcuts are taken. And the problem is that the ones that aren't taken are hiding really well among a forest of scams and ripoffs.
Management Consulting Connection brings together the best content for management consulting professionals from the widest variety of industry thought leaders.
Harvard Business
OCTOBER 27, 2017
No strategy exists in a vacuum. As strategies move from design to implementation inside the company, outside forces are continually changing: New competitors emerge, the economic and regulatory pictures shift, and customers have new demands. Read more from Brightline Initiative: Guiding Principles for Closing the Gap Between Strategy Design and Delivery.
Harvard Business
OCTOBER 27, 2017
Organizational culture is complex, and it can play a powerful — and sometimes destructive — role that is too often overlooked when new strategies are devised and launched. In a new global survey by the Economist Intelligence Unit (EIU), the most frequently cited barrier to implementing strategy was culture. This is a huge roadblock: In the survey, supported by the Brightline Initiative, 90 percent of respondents admitted that they fail to reach all of their strategic goals because th
Harvard Business
OCTOBER 27, 2017
shuoshu/Getty Images. Learning from others’ experiences is an important aspect of professional development in surgery. That’s why academic surgical departments across the globe hold weekly Morbidity and Mortality (M&M) conferences that gather surgeons together to review particular cases and share ideas for improving their practice. Research has even found that surgeons in solo practice, with less opportunity to interact with their peers, scored lower on the American Board of Surg
Harvard Business
OCTOBER 27, 2017
Tim Evans for HBR. With the rise of the gig economy, people are finding themselves engaging in multiple jobs, often willingly and even enthusiastically. In fact, the alternative or contingent workforce accounts for all the net employment growth in the U.S. economy in the last decade , and individuals holding multiple work engagements are the fastest growing segments of this contingent workforce.
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Marketing technology is essential for B2B marketers to stay competitive in a rapidly changing digital landscape — and with 53% of marketers experiencing legacy technology issues and limitations, they’re researching innovations to expand and refine their technology stacks. To help practitioners keep up with the rapidly evolving martech landscape, this special report will discuss: How practitioners are integrating technologies and systems to encourage information-sharing between departments and pr
Harvard Business
OCTOBER 27, 2017
Although senior executives recognize that strategy delivery is important, many leaders today say their organizations struggle with designing and guiding implementations that truly deliver on their business strategy goals. In a new survey of 500 global leaders by the Economist Intelligence Unit (EIU), most executives reported that their companies have a hard time delivering the strategies they’ve designed — with significant consequences.
Harvard Business
OCTOBER 27, 2017
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design — and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost, and financial performance suffers.
Harvard Business
OCTOBER 27, 2017
Read More from Brightline Initiative. Guiding Principles for Closing the Gap Between Strategy Design and Delivery. What Good Leaders Do to Design Strategies That Employees Can Actually Implement. Harness the Power of Feedback Loops for Better Strategy Design and Delivery. Close the Gap Between Designing and Delivering a Strategy That Works. The Infographic: Guiding Principles for Closing the Gap Between Strategy Design and Delivery.
Harvard Business
OCTOBER 27, 2017
Every CEO or leader knows that strategy design, coupled with excellence in the implementation of that strategy, is central to an organization’s sustainable growth and prosperity. Yet most strategic initiatives fail to deliver, and they do so at great cost in time and resources. In a new global survey by the Economist Intelligence Unit (EIU), 90 percent of respondents said their organizations failed to reach all of their strategic goals because of flawed implementation.
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