Most executives today know their enterprises should be aligned. They know their strategies, organizational capabilities, resources, and management systems should all be arranged to support the enterprise’s purpose. The challenge is that executives tend to focus on one of these areas to the exclusion of the others, but what really matters for performance is how they all fit together. Consider the following questions, ideally with … [ Read more ]
Most companies understand the importance of having highly effective managers, but few invest heavily in training to help them get there. One reason is that it’s difficult to measure and quantify what good management actually looks like. While there has been a lot of great work done to identify qualitative traits of great managers — they create trust, focus on strengths, instill accountability, avoid politics, … [ Read more ]
You’re a good boss. You care about your people. You have vision. You inspire others. But do you have what it takes to be a “superboss”?
Investments in traditional leadership development are often misguided and a waste of money. It’s not that development itself isn’t important. But there’s little evidence that much of it works. I’ll share some findings from a study my colleagues and I just completed at Deloitte. We surveyed and interviewed executives from more than 2,000 companies, asking extensive questions about how they develop leaders, how their companies … [ Read more ]
Management practice acts exactly as a new technology might in giving companies competitive advantage—and there is a right way and a wrong way to do things, says a new study by Raffaella Sadun and colleagues.
The most farsighted enterprises have mastered five unconventional practices for building and using distinctive capabilities.
Editor’s Note: Perhaps it’s just me, but these capabilities don’t seem particularly unconventional. They are also like many secrets-to-success studies in that they look good on paper, but offer little in the way of practical recommendations for realizing them. And, you have the ever-present correlation-causation problem. At the least, it … [ Read more ]
It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously. Few executives can do it all.
A fine-grained approach to growth is essential for making the right choices about where to compete.
Does following best practice in strategy, marketing, operations, and organization generally make it possible for companies to increase their revenues consistently—or does that kind of growth usually require something more?
New research makes it increasingly clear that companies with more diverse workforces perform better financially.
Ten years of research reveal the best R&D strategies for the decade ahead.
To understand success, it’s natural to study successful people and organizations. Thousands of business books are published each year, claiming to have done this very thing, and distilled success into a set of practical principles.
These books almost always contain an empowering message, whether explicitly or implicitly: that anyone can be successful if they just understand what it takes, and follow the key steps. The problem … [ Read more ]
When it comes to corporate financial performance, we typically think in absolute terms, measuring ROA in percentage points. We are less accustomed to thinking of corporate performance in relative terms, but knowing a company’s relative performance is essential to setting and achieving performance improvement targets and, eventually, exceptional performance.
Editor’s Note: another excellent entry in Deloitte’s Three Rules research series; this one offers fairly intuitive … [ Read more ]
Do the Three Rules of exceptional performance apply to smaller companies? Differences in size and ownership structure, as well as resources and the demands of explosive growth, can make for a very different set of pressures and opportunities.
Companies invest staggering sums of money on marketing with surprisingly little rigor. Because measuring and optimizing spending on marketing is notoriously difficult, companies often rely on rules of thumb, such as spending as a percentage of revenues. A recent benchmarking study conducted by BCG and Marketing Analytics indicates that these shortcuts can be imprecise and unreliable. This report describes a better approach—one that encompasses all … [ Read more ]
The influence of the best IT functions is being felt throughout their organizations—serving customers better, integrating with business strategy, empowering employees and using data to deliver insights and measure business impact. In the process, they are changing the rules of how to run a successful digital enterprise.
Editor’s Note: topic material, but useful for the issues considered…
The three rules that provided the title for Raynor and Ahmed’s recent book on exceptional performance are based on the large-scale and detailed study of American corporations. But do these findings mean anything outside of the American context? Do they need to be adapted? Are they even relevant?
Creating value in today’s economic environment isn’t easy. Every company has to chart its own course. The companies that succeed are those that understand the opportunities and priorities embedded in their starting position, as defined by the economics of the business and its current valuation in the equity markets.
Bank of America’s stringent onboarding process for new execs ensures they understand role expectations, quickly develop networks, and learn from other leaders what it takes to succeed. From the new book by Dorothy Leonard and colleagues, Critical Knowledge Transfer.
Maybe it’s time to have a look behind the generally accepted rules for successful, sustained performance. As readers will learn, and as these authors write, the rules that really drive companies to superior performance are quite different than what many of us have been led to believe.
Editor’s Note: an especially good read for the authors’ critical look at the flaws of most popular business … [ Read more ]