11 Posts found for Author: Tim Breene

When companies sense the need to find a new growth business, many turn inward, searching to extend core competencies and relying on centralized planning. High performers, on the other hand, look outward, focusing on the edge of markets and the perimeter of their company for insights and opportunities.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subject: Strategy

Why are some companies able, or not able, to retain top talent? Knowing the answer is critical because high performance requires a knack for attracting, developing and keeping great people. Accenture discusses how top companies consistently recognize, nurture and hold on to the best of the best.

Content: Article | Authors: David Smith, Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Organizational Behavior

Many businesses build slowly with a few solid customers, grow rapidly as demand swells, and then slow their ascension. This progression is called the S-curve. High-performance businesses, however, regularly launch new S-curves and thus enjoy renewed competitive advantages. What characteristics separate these companies from those with lesser skills?

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

High performance isn’t just about achieving “greatness” or “excellence,” concepts that are far too static. Nor is it just about ensuring long-term survival by building a company that will last. High performance is about outperforming rivals again and again, even as the basis of competition in an industry or market changes.

Content: Quotation | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Achievement, Management

When the business is successfully chugging along but has not yet peaked, executives feel that operations can be leaner—they’ve moved far down the learning curve by then—and meaner, since they are under pressure to boost margins. They will then reduce both headcount and investments in talent, and will increasingly focus on talent that can best execute the existing business model. This has the perverse effect … [ Read more ]

Content: Quotation | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Management, Organizational Behavior

Many companies wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But that’s almost inevitably too late. High performers, by contrast, change before they must, knowing that the best way to transform is from a position of strength.

Content: Article | Authors: Paul F. Nunes, Tim Breene, Walter E. Shill | Source: Outlook Journal (Accenture) | Subjects: Change Management, Management

High performers excel at consistently making the critical decisions that give them the right strategic direction and a winning market focus and position.

Content: Article | Authors: David Mann, Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Management

Common to every great company is the ability to create and maintain a unique combination of business attributes that enable it to outperform its rivals. This competitive essence comprises both a company’s ability to succeed in today’s markets and its positioning for the future.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Management

Performance anatomy is perhaps the most elusive characteristic of all great companies. But with its distinctive perspective on the interaction between leadership and strategy, people development, IT enablement, performance measurement and innovation, it is critical to defining a high-performance business.

Content: Article | Authors: Robert J. Thomas, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Management

Many of today’s largest companies are at junctures where there is opportunity to leave behind long-held assumptions about scale and market position. High-performance companies achieve their extraordinary success by balancing management’s concentration on gaining scale with a proportional focus on the mastery of distinctive capabilities and the creation of a high-performance anatomy. The scale-driven perspective is not without merit; it is simply incomplete.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

What drives great companies? In an environment of unprecedented complexity, traditional explanations and prescriptions are no longer adequate. To become a high-performance business today requires an entirely new framework of understanding-and a new set of practical, solutions-oriented capabilities.

Content: Article | Author: Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Management