Kates Kesler

SEPTEMBER 9, 2013

We suggest three ways to build organization muscle: Design…the organization (structure, roles, processes, metrics, and talent profiles) against the capabilities. Create accountability…make capability development part of the accountabilities of the leadership team. This builds interdependence across the team.

Enterprise 62

Enterprise Organizational Development Metrics Development 62

Harvard Business

OCTOBER 23, 2017

Change managers can also look beyond the confines of the enterprise for insight about the impact of change programs. We are now starting to apply these techniques to understand the external impact of change efforts, and it’s a simple leap to extend these techniques within the enterprise. Build a Dashboard.

Change Management 28

Change Management Data Company Management 28

Harvard Business

FEBRUARY 16, 2018

In a meticulous inventory, we calculated the hours spent in meetings by directors and above across the enterprise (a population of about 500). The business unit teams focused on talent, customer segmentation, and marketing. The right composition and metrics. That’s the equivalent of six and a half years!

Meeting 38

Meeting How To Government Finance 38

Harvard Business

MAY 26, 2016

Getting people to consistently and reliably act upon real data is a real leadership challenge. Lindbergh and I recently discussed lessons learned from their experience bringing analytics to an ambivalent and under-resourced enterprise. But what happened after talent came on board? Increasingly, the numbers got the last word.

Talent 30

Talent Data Metrics Resources 30

Harvard Business

DECEMBER 19, 2016

Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. Additionally, impractical and quickly outmoded high level P&L management can be supplanted by performance metrics that stress driving value for every critical part of the enterprise. Manage costs — or add value?

Intellectual Property 28

Intellectual Property Talent Industry Culture 28

Harvard Business

MAY 5, 2016

” That clean-sheet perspective emboldened Intel’s leadership to abandon memory and focus on microprocessors. Brutally put, the 21st-century enterprise challenge has morphed from “doing more for less” to “creating much more with much less.” ” The bigger the enterprise, the more jobs at risk.

Enterprise 28

Enterprise Metrics Retail Productivity 28

Harvard Business

OCTOBER 27, 2017

They are often the first to recognize and raise up areas of improvement, and it’s important that leadership is ready to listen. Leadership must ensure these team members feel empowered and understand their role in helping the company achieve its long-term sustainability goals.

Company 40

Company Strategy Strategy Strategy& 40

Harvard Business

MARCH 28, 2017

Gartner predicts 41 percent of enterprise revenue will come from digital business by 2020—almost double what the percentage was in 2015 (Gartner, 2016). Preparing for the Future of Talent Acquisition. But for traditional firms, they’re a whole new world. Discipline and Focus.

Agile 28

Agile Talent Data Efficiency 28

Harvard Business

JUNE 19, 2017

Team members spoke in a way that would make any outsider believe they were one of the more advanced, enterprise-level agile successes (and, in many ways, they were and continue to be). This is exactly what the leadership teams at ING did. Consider the cautionary example of a large bank I recently worked with.

Agile 28

Agile Software Case Interview Video 28

Harvard Business

OCTOBER 5, 2016

Even the most sophisticated psychometrics and people analytics have yet to make leadership development more science than art. I’ve found no better diagnostic for promoting authentic revelations around personal leadership style and substance. How talent management is changing. Growing effective leaders is challenging work.

Examples 39

Examples Leadership Enterprise Development 39

Kates Kesler

JUNE 11, 2014

He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. As senior leadership peeled back the organizational onion, a clear case for change emerged in 2013. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

CaseInterview.com

FEBRUARY 7, 2019

Semi-annual evaluations focus on areas likethought leadership, client leadership, and people leadership. It was founded in 1963 and was one of the first enterprises to focus on thought leadership. Bain stands out for its culture of ownership, allowing individuals to have a greater say than at most peer enterprises.

Oliver Wyman 81

Oliver Wyman Boston Consulting Group Consulting Bain 81

Harvard Business

MAY 7, 2018

Do we have the right talent to analyze and act on that information? more likely to refresh critical marketing metrics and dashboards at least weekly. Downey: If company size doesn’t appear to give some marketers an edge, are there any common traits you see as critical to putting a brand in a leadership position?

Data 28

Data Marketing Bain Media 28

Management Consulted

NOVEMBER 2, 2015

Talent & Human Capital. Enterprise Solutions. Talent Management. Consulting Mag’s “Top 25 in Consulting” for “Excellence in Leadership to Mike Nolan of KPMG (2014). Diversity Advisory Board Scorecard – Developed to set meaningful diversity metrics for the firm. KPMG CONSULTING ORGANIZATION. Outsourcing.

Interviews 100

Interviews Culture Consulting Case Interview 100