4751 Posts Found

A noble corporate purpose — that is, one aimed at doing something good in the world … is best found at the intersection of four areas: the human needs the company would like to address; the company’s unique capabilities; what the company’s employees are passionate about; and how the company can create economic value. Exploring these areas and their intersection requires solid fact finding and … [ Read more ]

Content: Quotation | Author: Hubert Joly | Source: Harvard Business Review | Subjects: Goals, Management, Organizational Behavior

Why the most enduring organizations stop chasing trends and start designing systems that prioritize people over processes.

Content: Article | Authors: Josh Bersin, Josh Browning | Source: Big Think | Subjects: Human Resources, Management, Organizational Behavior

The analytical approach will get you a lot of singles and doubles. But the home runs really come from those intuitive calls on how you think the market and the world is going to work and betting in that direction.

Content: Quotation | Author: Tara Seshan | Source: First Round Review | Subjects: Innovation, Management, Strategy

What separates the best from the rest? In elite sports, it’s the ability to consistently make the most of all elements affecting performance, from athletes’ fitness, strength, agility, and mindset to the playing conditions and technological sophistication of equipment. Little things count when a fraction of a second makes all the difference.

The same holds true for top-performing companies. Getting some elements right can make you … [ Read more ]

Content: Quotation | Authors: David Allen, Julien Courbe, Lang Davison, Mohamed Kande, Nikki Parham, Tom Puthiyamadam | Source: strategy+business | Subjects: Best Practices, Management

Write down every person you work with, their biggest need, and their most ideal “OMG this makes my life so much better!” Now you have a list of your organization’s greatest needs and solutions. Now, decide if filling any of these needs aligns with you (Hint: If you’re excited about it, that’s usually the right mark).

Content: Quotation | Author: Davit Balagyozyan | Source: First Round Review | Subjects: Career, Management

Unlikely as it seems, businesses can not only thrive amid economic uncertainty—they can seize the opportunity to transform for sustained growth.

• Successful growth transformations hinge on balancing creativity with disciplined execution—embracing innovation systematically rather than relying on chance.
• Companies must simultaneously pursue long-term visions and short-term foundations, effectively communicating with stakeholders and efficiently reallocating resources.
• Building adaptability through repeated transformation experience significantly boosts long-term success rates, enabling

… [ Read more ]

Content: Article | Authors: Adam Job, Andreas Holmbom, Dominic C. Klemmer, Gabe Bouslov, Kristy Ellmer, Martin Reeves, Paul Catchlove, Tuukka Seppä, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Change Management, Management

Confronting direct reports about performance issues can feel overwhelming, especially for first-time managers, who may worry that sharing critical feedback could damage their relationship with the employee. But performance conversations, especially where you need to give critical feedback, don’t have to be scary. There are a few common mistakes to avoid when giving critical feedback. One of the biggest mistakes is avoiding the conversation or waiting … [ Read more ]

Content: Article | Author: Steve Vamos | Source: Harvard Business Review | Subjects: Coaching, Human Resources, Management, Training & Development

As the key architect of Netflix’s organizational culture, Patty McCord threw out the handbook — a process she describes in her aptly titled book, Powerful: Building a Culture of Freedom and Responsibility. In this edited conversation, McCord shares her radical approach to talent management and organizational development, highlighting the principles and practices that contributed to building a high-performance work environment and industry-defining corporate culture. Her … [ Read more ]

Content: Thought Leader | Authors: Patty McCord, Yih-Teen Lee | Source: IESE Insight | Subjects: Human Resources, Management

Companies repeatedly launch cost reduction programs—with mixed results. To cut costs sustainably, they need to redesign the organization and change the underlying behaviors that lead to cost creep.

Content: Article | Authors: Kevin Kelley, Miyabi Honda, Sarah Baxter, Travis Meyer | Source: Boston Consulting Group (BCG) | Subjects: Management, Organizational Behavior

Too often, companies focus on organizational structure at the expense of governance, leadership, and ways of working. Rigid structures lock talent into fixed teams. Companies fail to establish clear mechanisms for building future-proof competencies into the organization and to adopt company-wide mechanisms for structuring alignment across teams.

Content: Quotation | Authors: Andrew Toma, Benjamin Rehberg, Jaap Backx, Julia Madden | Source: Boston Consulting Group (BCG) | Subjects: Management, Organizational Behavior

Technocratic management, no matter how brilliant, cannot unwind the structural inequalities that are dismantling the American middle class. To think that it can is to be insensible of the real harms that technocratic elites, at McKinsey and other management-consulting firms, have done to America. Such obliviousness may not be malevolent; but it is clueless.

Content: Quotation | Author: Daniel Markovits | Source: The Atlantic Monthly | Subjects: Economics, Industry Specific, Management | Industry: Consulting | Company: McKinsey & Company

Meritocrats … changed not just corporate strategies but also corporate values… Executives who rose up through these companies, on the mid-century model, were embedded in their firms and embraced these values, so that they might even have come to view profits as a salutary side effect of running their businesses well. When management consulting untethered executives from particular industries or firms and tied them instead … [ Read more ]

Content: Quotation | Author: Daniel Markovits | Source: The Atlantic Monthly | Subjects: Corporate Governance, Management

Because complex goods and services require much planning and coordination, management (even though it is only indirectly productive) adds a great deal of value. And managers as a class capture much of this value as pay. This makes the question of who gets to be a manager extremely consequential.

Content: Quotation | Author: Daniel Markovits | Source: The Atlantic Monthly | Subjects: Corporate Governance, Management

The Mack Institute’s Corporate Venturing Report presents a data-driven analysis of how corporations are engaging with startups today. Based on a systematic review of the world’s 500 largest companies, it reveals a corporate venturing landscape defined by structured, mutually beneficial partnerships. These collaborations enable corporations and startups to access new technologies, build business ecosystems, and tackle complex challenges.

Content: Article | Authors: Claudio Garcia, Gary Dushnitsky, Serguei Netessine, Valery Yakubovich | Source: Knowledge@Wharton | Subjects: Entrepreneurship, Management, Strategy

When you ask folks what they’d like more from their manager, the answer is almost always they want more feedback. I read it in just about every performance review of a manager that I cover.

Content: Quotation | Author: Marcel Weekes | Source: First Round Review | Subjects: Human Resources, Management, Training & Development

Exceptional managers know how to deal with situational differences. They don’t bring a single hammer to every problem in front of them. They assess the situation and then they look to their toolkit — or go find new tools — in order to motivate and support that individual.

Content: Quotation | Author: Marcel Weekes | Source: First Round Review | Subject: Management

When it comes to setting expectations — for example, assigning a deadline for an upcoming project — always make it a two-way dialogue. Ask your team: “Is this an aggressive but reasonable goal? Is this something we can land?” And it almost doesn’t matter if the answer is yes or no, because what you’re doing is opening up the space to have a further dialogue … [ Read more ]

Content: Quotation | Author: Marcel Weekes | Source: First Round Review | Subject: Management

In the first couple of 1:1s start putting together a written document. How does the report like to receive feedback? Are there things that trigger them? What are the things they want to do more of? What are their ambitions? Where do they feel they need to be pushed? … That helps set the table for how this relationship will go. Invest the time upfront. … [ Read more ]

Content: Quotation | Author: Marcel Weekes | Source: First Round Review | Subjects: Human Resources, Management, Training & Development

Unconventional project-management approaches are fine in normal times, but they don’t work during transformations, when individual initiatives and portfolios of initiatives require the cooperation of multiple departments and the careful use of scarce resources. Everybody needs to align on one way of doing things—using the same process, accessing the same tools, and following the same cadence for reporting and meetings.

Content: Quotation | Authors: Connor Currier, Cordelia Chansler, Julia Dhar, Kristy Ellmer, Paul Catchlove, Simon Weinstein | Source: Boston Consulting Group (BCG) | Subjects: Change Management, Management, Project Management

Companies have a huge growth opportunity in emerging markets, but only if they have the right approach to get their products onto store shelves and into consumers’ hands.

• Many emerging markets have expanding populations and rapid GDP growth, making them more attractive than developed countries.
• They also pose some challenges, such as highly fragmented retail channels, small-scale retailers, gaps in the skills of frontline sales staff,

… [ Read more ]

Content: Article | Source: Boston Consulting Group (BCG) | Subjects: International, Management