Graduates are encouraged to balance the three worlds of commerce, choice and community. (Fairport Harding High School – May 27)
Filed under: growth, Labor markets, leadership, public policy, strategy | Tagged: balance, belief, career, choice, commerce, community, democracy, engagement, family, focus, growth, in over our heads, journey, Kushner, learning, neighborhood, religion, responsibility, road less traveled, self-aware, success | Leave a Comment »
Prioritization is a fundamental value-added strategy, especially in today’s environment. Managers need to understand how to apply this principle and overcome the common barriers to its success.
Filed under: Finance, leadership, Operations, strategy | Tagged: 80/20, Boston Consulting Group, comparative advanatge, cost-benefit, Gallup, grid, leadership, market leaders, net benefit, NPV, opportunity cost, pareto, Pareto Principle, prioritize, priority, rank ordered, relative value, risk, risk management, ROI, security, strengthfinder, talents, treacy, triage, wiersma | Leave a Comment »
An integrated planning and control system must address many goals. Planning must prioritize, clarify, align, communicate and prepare. Reporting must deliver results while managing assets and risks.
Filed under: Finance, leadership, Operations, quality, strategy | Tagged: alignment, assets, change management, control, controls, critical success factors, emergency preparedness, goals, improvements, insurance, internal controls, liabilities, planning, priorities, reporting, risk management, SOX | Leave a Comment »
Progress in the business, political, scientific and religious worlds has been determined by the embrace of a “both/and” approach.
Filed under: leadership, strategy | Tagged: both/and, Collins, Darwin, deterministic, Einstein, Gallup, Godel, Goldratt, Heisenberg, Keynes, Kuhn, paradigm, probablistic, relativity, religion, science, uncertainty | Leave a Comment »
Organizational success today requires leaders who are experienced and confident in challenging and ambiguous environments. Screening for this broader experience and capacity may be more important than hiring someone who has done exactly the required role at the closest competitor for the last five years.
Filed under: growth, Labor markets, leadership, strategy | Tagged: growth, influence, leadership, projects, responsibility, risk, strategy, teams | 2 Comments »
In the last two decades the Quality paradigm has come to complement the Financial paradigm, leading to a balanced scorecard approach to strategic planning with both financial and operations measures in the performance dashboard. Finance continues to emphasize costs and benefits while Quality focuses on the underlying processes. This combination approach is delivering more valuable results for most firms today.
Filed under: leadership, Operations, quality, strategy | Tagged: balanced scorecard, both/and, cost of quality, dashboard, input-output, long-term, paradigm, process, quality, quantum leap, value added, variation | Leave a Comment »
A framework for employing corporate culture as a strategic initiative.
Filed under: leadership, strategy | Tagged: alignment, best talent, corporate culture, culture, expectations, HR strategy, ideal culture, organizational effectiveness, preferred culture, self-management, staffing, trust, values | Leave a Comment »
Firms need to fully invest in personality styles programs as part of their corporate culture in order to align functions and deliver results.
Filed under: Labor markets, leadership, strategy | Tagged: alignment, cross-functional, cross-team, culture, flex, functions, paradigm, personality, perspective, ROI, self-awareness, strengths, styles, talents | Leave a Comment »
Effective CFO’s create a culture where contrasting perspectives are always considered in making decisions and operating a business. True synergy occurs when the whole is more than the sum of the parts.
Filed under: growth, leadership, strategy | Tagged: both/and, CFO, culture, Jim Collins, leadership, long-run, risk, synergy, talents | Leave a Comment »
Effective leaders are masters of themselves and their environments, adopting a multi-perspective approach to decisions and influence.
Filed under: leadership | Tagged: change, decisions, diversity, generalists, leaders, leadership, multiple dimensions, strengths, talents, teams, unstructured, value added | Leave a Comment »
