Harvard Business

OCTOBER 17, 2016

When presentations expert Nancy Duarte and I analyzed successful change initiatives, or movements , in business and society, we found that their leaders invested a lot of time in early listening tours and then empathically and systematically articulated their vision to one stakeholder group after another — even in the face of pressure to act.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

NOVEMBER 30, 2017

A few outlier industries (notably pharmaceuticals, medical devices, and computers) prop up the sector’s aggregate performance; most others have experienced flat growth or outright declines in real GDP over the past two decades. As a group, the largest U.S. kevin phillips/Getty Images. These costs are significantly higher for U.S.

McKinsey 28

McKinsey Turnaround Pharmaceuticals Benchmarking 28

Harvard Business

NOVEMBER 24, 2017

A turnaround subsequently lowered strategic stress to a productive level by discontinuing many of their seemingly unrelated projects, re-focusing on their core business, as well as streamlining operational processes that improved coordination activities. Strategic Boredom (not enough strategic stress).

Strategy 28

Strategy Strategy Strategy& Turnaround 28

Harvard Business

AUGUST 11, 2017

In phase 3, successful portfolio transformations require financial discipline that is not an event, but a pattern; strategic clarity that is not a direction, but a commitment; operational excellence that is not a tool, but a mindset. Once a firm is acquired, the LCP often facilitates the transformation process.

Leadership 28

Leadership Talent Culture Turnaround 28

Harvard Business

APRIL 26, 2016

And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating. Our industry does not respect tradition—it only respects innovation.” In the fall of 1981, [I challenged] the Elfun Society, an internal management club at GE… It was a networking group for white-collar types.”

Company 28

Company Culture Turnaround Productivity 28

Harvard Business

SEPTEMBER 6, 2016

When a private equity firm adds a new company to its portfolio, analysts rigorously size up its financial, operational, and competitive condition. A private equity group led by TPG bought the company in 2007; at the time SCA had suffered more than four straight quarters of declining profits.

Company 28

Company Engineering Turnaround System 28

Harvard Business

NOVEMBER 8, 2017

Prior to landing the top job, female CEOs in the study worked in a slightly higher number of roles, functions, companies, and industries than men leading companies of a comparable size. In essence, the women worked harder and longer to get to the same place. Some women expressed frustration about the delay.

Interviews 28

Interviews Benchmarking Case Interview Talent 28

Harvard Business

SEPTEMBER 8, 2016

After studying and working with hundreds of companies in free fall, we’ve identified concrete steps that leadership teams can take to engineer successful turnarounds and transformations. From 1993 to 2003, according to the company’s current CEO, Knudstorp, the Lego Group lost value at an average rate of 300,000 euros per day.

Company 28

Company How To Turnaround Engineering 28

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. ” Bertolini and his team studied the industry and concluded that a reasonable target was no more than 6% EPS.

Metrics 31

Metrics Study Financial Operations 31

Harvard Business

OCTOBER 10, 2016

employees, customers, free agents, communities we operate in) and so much more. ” Focusing this type of mindset shift and behavior change must move beyond a core group of leaders and instead elevate the full leadership cadre around the prominence of digital and its relevance and meaning for how leaders lead.

Development 28

Development Leadership Talent Agile 28