Epicflow

JUNE 10, 2024

In addition, their focus on effective resource allocation, stakeholder engagement, and change management contributes to enhanced operational efficiency, increased agility, and improved project outcomes. What is the difference between a Chief Project Officer (CPO) and Chief Operating Officer (COO)?

Resources 157

Resources Methodologies Efficiency Metrics 157

Harvard Business

DECEMBER 17, 2018

.” Our solution – one transferable to other organizations pursuing innovation – has been to create an agile network of volunteer ambassadors and coaches throughout the company who have taken collective responsibility for making innovation happen and steering our organizational culture in the right direction.

Company 131

Company Agile Training Training 131

Harvard Business

NOVEMBER 23, 2017

That time is spent establishing financial and operational metrics, aligning goals with overarching strategy, allocating resources, and reviewing key metrics. High-performing teams spend 14% more time checking their progress against strategic goals by reviewing key metrics and shifting resources accordingly.

Strategy& 134

Strategy& Strategy Strategy Enterprise 134

Brimstone Consulting

NOVEMBER 6, 2020

To further scale the company and increase performance and profitability, the private equity firm identified the need to address operational inefficiencies, optimize the organizational structure, and develop a high-performing and agile leadership team. Two senior team members were onboarded. Let's talk CONTACT BRIMSTONE.

Agile 58

Agile Leadership Development Case Study 58

LSA Global

JANUARY 22, 2025

Teams operate best when they understand, believe in , and commit to a meaningful and shared purpose. To optimize team potential, start by clearly defining the teams mission , goals, roles, success metrics , interdependencies, and expected outcomes. By keeping skills sharp and knowledge current, teams can stay ahead of the curve.

Management 57

Management How To Construction Training 57

Makarios Consulting

SEPTEMBER 16, 2020

We don’t need to track metrics to succeed as a business.” But we have worked with many leadership teams that acknowledged, “We don’t know what metrics to track to get meaningful insights so that we can make strategic, timely business decisions.” Put simply, data visibility enables business agility. Sales metrics.

Metrics 52

Metrics Agile Leadership Trends 52

Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies?

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

MARCH 22, 2017

The metrics also changed. Today, creative marketers need to operate more like entrepreneurs, continuously adjusting to sustain “ product/market fit.” Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development. The results?

Marketing 134

Marketing Agile Fashion Sales 134

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? 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.

Strategy& 71

Strategy& Strategy Strategy Company 71

Harvard Business

MARCH 28, 2017

Organizations can now engage with customers and employees like never before, and the virtual environment holds the potential to drive operational efficiencies, save time and money, and open the exploration of new commercial avenues. Agile organizations are connected organizations. This age is ripe with opportunity. Connectivity.

Agile 70

Agile Talent Data Efficiency 70

Brimstone Consulting

JUNE 17, 2020

We have been working with leaders to achieve accelerated results and (re)build a stronger, more agile organization, by taking their team through the Senior Team Alignment Process (STAP). The process is agile, fast, flexible, and time competitive. Ownership ensures accountability and execution.

Leadership 52

Leadership Agile Metrics Operations 52

Brimstone Consulting

NOVEMBER 29, 2021

Each meeting and workshop is designed to foster communication, increase engagement, increase trust, drive better decision-making, improve operating discipline, promote individual leadership development, build the capabilities of high-performing teams, and create alignment. Our process drives results.

Leadership 81

Leadership Agile Metrics Strategy 81

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. They are questions about: why the organization exists and what its purpose is. what it offers (and does not offer) its customers, and how and why this offer delivers value to these customers.

Leadership 132

Leadership Agile Exercises Course 132

Kates Kesler

JUNE 11, 2014

He reset collaborative P&L metrics and business review processes, shared by the region leaders and the global product leaders, to form tight “business handshakes,” that he regards as the center of a granular set of growth strategies. PepsiCo is a $65B food and beverage giant, with a dozen global brands, operating in 190 countries.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

AUGUST 29, 2018

Yet it also gives you an agile way to work: you don’t waste time or dollars when there are no results, and you develop a fast-fail mentality to learn what works and what doesn’t. Now, companies invest in ways that support a smaller, more agile approach so they can adjust as they find out what works.

Strategy 70

Strategy Strategy Strategy& Agile 70

Strategic Planning and Management Insights

MARCH 6, 2023

SME Strategy is a strategy consulting firm that specializes in helping organizations align their teams and operations around a shared vision, mission, values, goals, and action plans. To make tracking progress effective, it's important to set SMART goals with specific metrics and targets that can be accurately tracked in software.

Report 98

Report Data Strategy& Strategy 98

Kates Kesler

APRIL 7, 2022

Agility” is the management word of the decade for sure. But to move with agility in a complex organization requires leaders to be confident that important decisions are being made at the right level and location across the enterprise. It typically is a set of roles at the center and dedicated or aligned roles in the operating units.

Agile 50

Agile Enterprise Metrics Talent 50

Harvard Business

FEBRUARY 5, 2018

More recently, however, companies have widened their aperture, recognizing that success with AI and analytics requires not just data scientists but entire cross-functional, agile teams that include data engineers, data architects, data-visualization experts, and—perhaps most important—translators. Why are translators so important?

Data 71

Data Engineering Agile McKinsey 71

Progressus

OCTOBER 19, 2023

These transformative elements, while well-recognized, are evolving at an unprecedented pace, affecting how professional services firms operate, make decisions, collaborate, and structure their services. Reimagining Performance Metrics: Traditional productivity measures are giving way to outcome-based assessments.

Industry 52

Industry Agile Talent Data 52

Kates Kesler

JULY 2, 2015

The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility. It is the artful combination of organizational structure, process, governance forums, metrics and reward systems that tie together global business units and functions with far-flung geographic market units.

Enterprise 50

Enterprise Operations Agile Metrics 50

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. Amy Kates & Greg Kesler.

Enterprise 50

Enterprise Metrics Operations System 50

Harvard Business

OCTOBER 30, 2017

The most common chief executive exaltation we hear is “We must be more innovative, agile, and adaptable.” We were struck by the dissonance with the ambition — if you want to be more innovative and agile and anything could happen, isn’t that a truly brilliant notion?

Strategy& 71

Strategy& Strategy Strategy Government 71

Harvard Business

AUGUST 23, 2018

Truth is, you can have the right portfolio of investments, the right metrics and governance, the right stage-gate development process, and the right talent on the right teams — but if you don’t design the right handoffs between your teams, all of that planning falls apart. But a sickening number of those investments fail.

How To 70

How To Film Productivity Development 70

Harvard Business

AUGUST 20, 2018

Given the stock market was buying “the story and vision” of anything internet, inflated expectations were more important than traditional metrics like customers, growth, revenue, or, heaven forbid, profits. Then the cycle repeats with a new set of technologies. It has to find product-market fit before running out of cash.

Methodologies 70

Methodologies Agile Productivity Development 70

Harvard Business

JANUARY 2, 2018

Microsoft’s popular Precision Questioning class teaches participants to question their own ideas, develop approaches to healthy, constructive criticism, and act with emotional agility even in tense situations. Some Chick-fil-A franchise operators evaluate team members weekly using red, yellow, and green lights. Joel Garfinkle.

Training 71

Training Training Survey Report 71

Harvard Business

DECEMBER 19, 2016

CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. Investment opportunities arise and disappear with alacrity — and woe to the CEOs who underestimate the risks.

Intellectual Property 70

Intellectual Property Talent Industry Culture 70

LSA Global

DECEMBER 1, 2021

With a clear line of sight , each function, each team, and each individual employee understands exactly how they are to operate and where and when they will interact with others. Agility and a Learning Mindset The 90-day operational road map provides guidelines, but there will inevitably be unforeseen roadblocks.

Strategy& 36

Strategy& Strategy Strategy How To 36

LSA Global

JANUARY 27, 2025

Before you embark on improving team performance, it is important to consider the shared context in which people operate. What are the teams key objectives, desired outcomes, success metrics , and essential tasks required to deliver the necessary impact? What operating mechanisms will we use (e.g., 27% more effective.

How To 41

How To Talent Agile Efficiency 41

LSA Global

OCTOBER 7, 2024

Things Always Change, and Strategies Must Be Agile Enough to Keep Pace By the time most strategies make their way from the board room to the frontline, things have changed. Agility in strategy means that companies are always in motion, analyzing performance, making course corrections, and seizing new opportunities as they emerge.

Strategy 44

Strategy Strategy Strategy& Agile 44

LSA Global

APRIL 4, 2022

Done right, mapping the current customer experience assesses your current organizational culture and allows for a comparison between the experiences people have and the underlying operational processes and systems that substantiate those experiences.

Metrics 36

Metrics Comparison System Agile 36

LSA Global

AUGUST 25, 2020

Are you and your sales team agile enough? Have the team monitor, discuss, and openly communicate key sales metrics, risks, boundaries, issues, and challenges related to sales strategies , target clients , unique value propositions , competitors, cultural misalignments , capabilities, technologies, and engagement levels.

Sales 36

Sales Strategy& Strategy Strategy 36

LSA Global

MAY 16, 2024

While leaders are often experienced in day-to-day operations, they are often inexperienced in taking an organization in radically new directions that require new ways of working , thinking, and behaving. Can your leaders encourage the agile mindsets at work required to successfully navigate change ? That is a shame.

Leadership 36

Leadership Change Management Agile Benchmarking 36

LSA Global

SEPTEMBER 16, 2024

These questions encourage sales, marketing, service, and product development to stay agile, allowing them to adjust their strategies to meet the shifting needs of customers while identifying new growth opportunities in underserved markets. Leaders must evaluate whether their current operational ways of working are designed to scale.

Sales 40

Sales Intellectual Property Financial Culture 40

Harvard Business

DECEMBER 13, 2017

Defining and tracking success metrics. PMs have to have a deep understanding of how the organization operates and must build social capital to influence the success of their product – from obtaining budget and staffing to securing a top engineer to work on their product. The art of resource allocation (it is not a science!).

Productivity 71

Productivity Management Engineering Case Interview 71

LSA Global

APRIL 15, 2024

Before hiring more sales reps, pushing specific sales activities, or investing in sales enablement technology, smart sales leaders invest the time and resources to deeply understand the market in which they operate in. Stay agile and proactive, regularly reassess your approach, and incorporate feedback to maintain a competitive edge.

Sales 36

Sales Strategy& Strategy Strategy 36

LSA Global

APRIL 15, 2024

Before hiring more sales reps, pushing specific sales activities, or investing in sales enablement technology, smart sales leaders invest the time and resources to deeply understand the market in which they operate in. Stay agile and proactive, regularly reassess your approach, and incorporate feedback to maintain a competitive edge.

Sales 36

Sales Strategy& Strategy Strategy 36

Progressus

OCTOBER 25, 2023

Digital agility. Technology enables greater agility. While these changes might seem like a lot to take on at once, they represent a path toward agility, adaptability, and long-term resilience. Progressus helps professional services firms transform operations, tear down silos, and drive long-term profitability.

Data 52

Data Agile Tools Talent 52