Remove Benchmarking Remove Leadership Remove Metrics
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How B2B Software Vendors Can Help Their Customers Benchmark

Harvard Business

Mainstream software companies are beginning to hold “ data mirrors ” up to their customers, allowing scoring and benchmarking of their customers’ strategies. One of its business units, Fieldglass, provides insights and benchmarks to customers on external workforce management.

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The Most Common Reasons Customer Experience Programs Fail

Harvard Business

Most customer experience (CX programs) are positioned as strategic, but quickly veer away from business objectives and become simply about tracking CX metrics. They have “soft” metrics rather than real business goals. Mistake #2: Linking metrics to business outcomes. True CX leadership comes from: Ownership.

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Strategic Believability: A Research-Backed Guide

LSA Global

Alignment with Ways of Working, Resources, and Capabilities We know from leadership simulation assessment data that too many leaders ignore cultural and operational realities. Highlighting trends, benchmarks, and potential challenges reinforces the business case for change and bolsters trust. Are your strategy and goals clear enough?

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Should a CEO’s Bonus Be Based on Financial Performance Alone?

Harvard Business

According to its annual report, those include financial metrics such as “attributable profit; underlying EBIT (earnings before interest and taxation); and total shareholder return (share price and dividends which are assumed to be reinvested).” It has no intention of doing so.

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As AI Makes More Decisions, the Nature of Leadership Will Change

Harvard Business

It is tempting to regard artificial intelligence as a threat to human leadership. There is no reason to believe that leadership will be spared the impact of AI. A shift from the hard to soft elements of leadership is not exclusive to the AI age. Insight Center. Assessing the opportunities and the potential pitfalls.

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Being Engaged at Work Is Not the Same as Being Productive

Harvard Business

After experimenting with a number of potential behavioral metrics, we settled on using one that approximates average weekly working hours as our primary measure. Both of these data points served as calls to action to senior leadership to invest more into creating a culture of both engagement and productivity.

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How to Make Your Post-Merger Reorg a Success

Harvard Business

Over the past year, we carried out an online survey of 2,500 reorgs (you can still complete the survey and benchmark your reorg here ). consume more of leadership’s time (41%–60% of their time, on average, as compared with 20%–40% for other reorgs). What ensures that M&A-driven reorganizations are successful?

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