Remove Balance Sheet Remove Culture Remove Efficiency
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Where I Think “Agile” is Headed, Part 2: Where Does Management Fit?

Johanna Rothman

That's a cultural change to self-managing teams. That's why we need managers to understand how to create and cultivate an agile culture. Managers Create and Refine the Culture. When I talk about culture, I mean the ideas from Edgar Schein's work about organizational culture and leadership : How we treat each other.

Agile 69
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M&A deals – benefits and drawbacks

Tom Spencer

Such transactions typically happen between two businesses that are about the same size and which recognize advantages the other offers in terms of increasing sales, efficiencies, and capabilities. If there are debts owed by each organization, then the M&A process may increase the total balance sheet debt of the combined company.

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Stop Focusing on Profitability and Go for Growth

Harvard Business

Bain & Company’s Macro Trends Group carefully analyzed the global balance sheet and found that the world is awash in money. Global capital balances more than doubled between 1990 and 2010 — from $220 trillion (about 6.5 Yet the same crisis ushered in a new age of capital superabundance. times global GDP).

Cash Flow 135
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How Deloitte Consulting LLP and Salesforce Are Using Technology to Transform the Employee Experience - SPONSOR CONTENT FROM DELOITTE’S CONNECTME AND SALESFORCE

Harvard Business

Third, they’re focused on optimizing what I’ll call the human capital balance sheet, making sure their workforce dollars are creating the right kind of impact in the way that their workforce is showing up day in and day out in the workplace. And let me just give you an example of how we do that.

Deloitte 126
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If You Think Downsizing Might Save Your Company, Think Again

Harvard Business

Even in healthier financial times, such as now, firms often downsize because it is seen as a way to reduce costs, adjust structures, and create leaner, more efficient workplaces. American firms alone laid off more than 8 million workers from the end of 2008 to the middle of 2010.

Company 72
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The 3 Company Crises Boards Should Watch For

Harvard Business

Another CEO used prodigious management skills to successfully consolidate, grow, and dramatically increase the efficiency of a vertically integrated industrial company. To support a change in strategy from efficiency-driven to innovation-driven growth, the company acquired another company to be its innovation engine.

Company 70
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You Don’t Need to Be a Silicon Valley Startup to Have a Network-Based Strategy

Harvard Business

For most companies intellectual property is something that sits on their balance sheet. Or it could be indirectly, as Opower does in giving people benchmarking data on energy usage to foster conservation and efficiency. Intellectual capital. Value in a network is about what you connect, not what you make.