Harvard Business

NOVEMBER 17, 2017

At the same time, members of the C-suite are measuring their potential impact using different metrics — financial, regulatory, technical, operational — leading to conflicting assessments. Multiple conversations about cyber risks are happening across a multitude of divisions in isolation.

Metrics 37

Metrics Insurance Insurance Financial 37

Harvard Business

JUNE 23, 2016

That, in brief, is the concept of a leadership circle. While a natural inclination, this group is (by design) representative of current operating units and functions, which often have a status quo to defend. Creating a leadership circle is a step toward addressing these shortfalls.

Leadership 48

Leadership Pharmaceuticals Groups Operations 48

Organizational Talent Consulting

JULY 17, 2023

Sadly, evidence suggests that 50% to 85% of mergers fail to deliver on shareholder returns despite leadership's best intentions. The leadership challenge is to figure out the best way to manage the formation of a blended new shared culture. Influence the leaders’ leadership style. Human Resource Management, 50(6), 859-877.

Culture 52

Culture Resources Tools Leadership 52

Organizational Talent Consulting

JANUARY 16, 2023

Decision-making is a significant part of leadership; many depend on the decisions. A good working definition of what it means to embrace data-driven decision-making is: Using facts extracted from data and metrics to guide business decisions that support business goals rather than relying on experience, intuition, and stories alone.

Data 52

Data Culture Deloitte Survey 52

LSA Global

DECEMBER 13, 2019

Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performance in terms of revenue growth, profitability, customer loyalty, leadership effectiveness, and employee engagement. Lack of Smart Resource Allocation. Lack of Knowledge Sharing.

Strategy 36

Strategy Strategy Strategy& Guidelines 36

Kates Kesler

NOVEMBER 29, 2015

After working closely with over twenty large US and European-based global companies during the past ten years, we have concluded the problem is not in the fundamental design of these operating models. The metrics and reward systems in the company make it clear that this kind of collaboration is expected.

Enterprise 50

Enterprise Metrics Operations System 50

Harvard Business

NOVEMBER 23, 2017

To do this, we examined how 49 enterprise leadership teams spend their time and also looked at their perceived effectiveness on critical behaviors of a senior team. That time is spent establishing financial and operational metrics, aligning goals with overarching strategy, allocating resources, and reviewing key metrics.

Strategy 53

Strategy Strategy Strategy& Enterprise 53

Organizational Talent Consulting

APRIL 18, 2022

And a huge knowledge and skill shift that is looming will serve as a leadership validation test. Here are three future smart leadership qualities, two steps for rethinking the future of leadership, and one good leadership habit for keeping you moving in the best direction. Effective leaders are good learners.

Leadership 52

Leadership Trends Journal McKinsey 52

1 to 1

JUNE 29, 2022

She explained that every large company was already operating with a “virtual” culture before the pandemic, even if all employees were physically in the office. Operational distance – How hard is it to get decisions made, get access to resources, get to people who have knowledge, etc. Is there a common vision? Send-off in style.

Conference 29

Conference Culture Operations Metrics 29

LSA Global

JUNE 6, 2020

Serious strategic, cultural, and operational disconnects can occur when there are even the slightest of strategic gaps between leaders and middle management. The result, even if the leadership team is aligned strategically , is a corporate strategy that disappointingly fails to meet expectations and wastes precious company time and resources.

Strategy 36

Strategy Strategy Strategy& Management 36

Harvard Business

OCTOBER 25, 2018

We base this claim about HR’s digital skills gap on the results of our latest global leadership survey. Co-produced by our three organizations, the survey gauged nearly 28,000 business leaders across industries about the state and trajectory of leadership. Implement leadership planning models.

Data 53

Data Talent Survey Recruiting 53

Kates Kesler

AUGUST 11, 2014

Peak performance requires objective tension, or internal competition for constrained resources. As resource allocation decisions are made, the senior decision makers do not advocate for their areas, they arbitrate as a group. There are some caveats though. We can learn a lot from leaders who understand and apply this insight.

Enterprise 62

Enterprise Metrics Exercises Operations 62

Harvard Business

SEPTEMBER 19, 2018

But such a change would probably not change how resources are allocated or businesses operate. CEOs have shown leadership in presenting these long-term plans; however, to date, we have not had evidence on the capital market consequences that the presentation of a long-term plan may have.

Metrics 48

Metrics Financial Marketing Trends 48

Effective Managers

JUNE 9, 2021

the outcome measures, which are culture, performance metrics and ultimately profit, the people measures – how well we use our people to execute our strategy and achieve our outcomes. Managerial Leadership. As a result, managers do not focus on their managerial leadership work. Hence the term – managerial leadership.

Consulting 52

Consulting Enterprise Industry Leadership 52

Harvard Business

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. Senior leadership teams that embrace agile do a few things differently. This takes time. Systematic Inc.,

Agile 28

Agile How To Enterprise Metrics 28

Harvard Business

OCTOBER 10, 2017

Every step of the process was measured, and real-time metrics were easily accessible. It allows organizations to increase strength by directing limited resources to the fewest targets. A great salesperson will operate much more efficiently with a defined process for reaching out to prospects. Metrics emphasized speed.

Metrics 53

Metrics Engineering Operations Sales 53

Harvard Business

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 28

Strategy Strategy Strategy& Company 28

LSA Global

MARCH 20, 2020

While many pundits believe that people can’t perform both roles well, corporations continue to believe that high performing and high potential employees can, at the same time, operate as an effective individual producer and people leader simultaneously. If you expect more from your player-coaches, treat and support them accordingly.

How To 45

How To Sports Culture Talent 45

Harvard Business

AUGUST 3, 2018

The level and trend of a company’s top-line metric is an advance indicator of the success of its business model. When multiple players compete for the same space, revenues indicate the progress towards achieving market leadership that creates the dominant protocol for industry partners, suppliers, and customers. (In

Financial 28

Financial Report Company Metrics 28

Harvard Business

MARCH 2, 2018

While the three centers have quite different structures and operations, in our research and experience we found that they share six primary challenges: Establishing strategies for new project selection: Centers struggle to identify and rank problems, ideas or projects that will likely translate to positive health and system outcomes.

Healthcare 48

Healthcare Metrics Engineering Financial 48

LSA Global

JUNE 4, 2018

Before a strategy can be properly implemented, you must have leadership buy-in and support. Then, key stakeholders need to understand why it is necessary, what it will do, how they will be good at it, what their role will be and how it will be supported throughout the organization by the right leaders and with adequate resources.

Strategy 34

Strategy Strategy Strategy& Metrics 34

Harvard Business

SEPTEMBER 11, 2017

Don’t obsess over metrics like inquiry volume or time to close tickets. Set up post-interaction NPS so you can tell if someone is still upset even after an issue is “solved,” start tracking the volume and quality of requests coming in along with metrics relating to revenue (i.e., Establish models, not just metrics.

Metrics 50

Metrics Engineering Efficiency Operations 50

Harvard Business

MAY 8, 2018

We found that any type of leadership change will result in short-term adverse impacts on a firm’s operational efficiency, but outsider CEOs experienced a clear advantage in productivity gains. We reached these conclusions by comparing 490 CEO succession decisions with a control group of 1,150 firms in the health sector.

Study 28

Study Productivity Efficiency Analysis 28

Kates Kesler

DECEMBER 16, 2013

Agility and scale rarely co-exist in the design of the organizational operating model. The time and energy wasted in trying to negotiate roles and decision rights within the matrix, where the center and the regions battle over limited resources and zero-sum power-sharing formulas, had to stop. The global/local tension.

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

APRIL 20, 2016

I’ll use the example of a leadership team of a manufacturing plant to demonstrate the process. The manufacturing leadership team would emphasize issues that cut across the plant and parse out topics that can be addressed by individuals or subgroups of the team. That’s what the operational meeting is all about.

Meeting 28

Meeting Operations Efficiency Leadership 28

Harvard Business

OCTOBER 27, 2017

Our Climate Commitment is one way we help solve the unsustainable demand for energy resources and its impact on the environment. However, like many of the companies surveyed by Bain, we were unsure how to connect our strategic vision around sustainability with meaningful operational changes. What lessons can we share?

Company 53

Company Strategy Strategy Strategy& 53

Harvard Business

NOVEMBER 9, 2016

what this produces for the business and for shareholders — the critical outcome metrics by which the organization will be judged. For the past 30 years, the literature on leadership and empowerment has advised leaders not to be too prescriptive about these questions, lest they undermine employee empowerment.

Leadership 52

Leadership Agile Metrics Exercises 52

Harvard Business

NOVEMBER 29, 2017

We tried to simplify this by creating a security help form on our intranet as well as offering tours of our Global Security Operations Center. In essence, we had achieved our goal of changing employee behavior and decided it would be better to allocate resources elsewhere.

Education 52

Education Culture Engineering Resources 52

Harvard Business

OCTOBER 5, 2018

Critics outside of CareMore issued an ugly forecast: Our resource-intensive approach to care would never survive on Medicaid’s meager reimbursement levels. Our primary care clinicians operate in multidisciplinary teams. To many at the time, we were fools. Great physicians would never choose to treat Medicaid patients.

Metrics 28

Metrics Data Resources Operations 28

Harvard Business

OCTOBER 8, 2018

We need a metric for humanity to evaluate the human capacity and connection among caregivers and patients. The remaining 80%, he said, is about the relationships we build with patients, the physical environments we create, and the resources we provide that enable patients to tap into whatever they need for spiritual sustenance.

Metrics 28

Metrics System Healthcare Culture 28

Harvard Business

MAY 5, 2016

” That clean-sheet perspective emboldened Intel’s leadership to abandon memory and focus on microprocessors. Preemptive self-disruption is becoming a new normal for the serious leadership. That process was quickly fixed — and illuminated the pathology of valuing productivity metrics divorced from UX.

Enterprise 28

Enterprise Metrics Retail Productivity 28

Harvard Business

MAY 26, 2016

The self-described “statheads” have the chance-of-a-lifetime opportunity to test out their own Moneyball -style theories when the management team and owners of the Stompers invited them to run operations as part of a learning experience and team promotion. Even if you loathe baseball, it’s a terrific yarn.

Talent 43

Talent Data Metrics Resources 43

Harvard Business

SEPTEMBER 21, 2016

These struggles can lead to serious gaps between the resources allocated to security and the actual support needed to properly protect corporate and customer information. The system was an important development for our team because it gave us a clear, direct metric to demonstrate our value to senior management.

Engineering 28

Engineering Productivity Development Operations 28

Harvard Business

MAY 3, 2016

And this is precisely the problem that many companies are having in their efforts to collaborate with partners, share resources and knowledge, and create new products and services. Small companies see the benefits of such partnerships as well, in the form of access to resources well beyond their reach.

Intellectual Property 28

Intellectual Property Talent Groups Accenture 28

Organizational Talent Consulting

AUGUST 7, 2023

An Examination of the Importance of Leadership Behaviors and Attributes on Shaping Culture Executive Summary Organizational culture is a critical factor in financially successful companies. Leaders with dynamic transformational leadership attributes and behaviors are effective culture change agents.

Culture 52

Culture Financial Leadership Deloitte 52

Harvard Business

JUNE 8, 2017

HDP is a third-party administrator with expertise in the development and management of travel surgery programs, providing strategic and operational management of this program. Administrative leaders experienced with their hospital’s operational network are needed when the necessary new care pathways and processes are disruptive.

Healthcare 28

Healthcare System Insurance Insurance 28

Harvard Business

MARCH 22, 2017

That takes time and resources – and it also requires bringing creative thinking to unfamiliar problems. The metrics also changed. The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?” The result is an ability to quickly adjust and re-allocate resources.

Marketing 53

Marketing Agile Fashion Sales 53