What Kind of Management Control Do You Need? 05/04/16 18:48 CORPORATE GOVERNANCE What Kind of Management Control Do You Need? by Richard F. Vancil FROM THE MARCH 1973 ISSUE A good method of measuring a manager’s financial contribution to a company must meet two criteria. It must seem fair to the manager, and it must reward him for working for the benefit of the whole company, not just his department or division. Although simple in theory, these criteria become difficult to meet
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managers should begin by focusing on the process, not on the outcome. The first question to ask is not, What should the price be? but rather, Have we addressed all the considerations that will determine the correct price? Pricing is not simply a matter of getting one key thing right. Proper pricing comes from carefully and consistently managing a myriad of issues. Based on observation and participation in setting prices in a wide variety of situations, I have identified two broad qualities of any
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HBR AT LARGE Most companies' orientation programs were designed to help new hires hit the ground running. Trilogy's boot camp has a bigger goal: keep the company running. No Ordinary Boot Camp by Noel M.Tichy C ORPORATE BOOT CAMPS. We've all heard about tbem. Many of us have lived through them. In my case, I've even invented a number of them. It's fair to say that, while some achieve their goals better tban others, they're ail pretty mucb the same. They APRIL
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productivity and speed, and superior products. Access to great research is still immensely important, but if a company selects technologies that don't work well together, it can end up with a product that is hard to manufacture, is late getting to market, and does not fulfill its envisioned purpose. Technology integration has become much more important - and challenging - for obvious reasons. The number of technologies from which companies can choose has burgeoned. Both the breadth of technologies in a product
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SPOTLIGHT ON PRODUCTIVITY Spotlight ARTWORK Artist Name, Artwork Name, year Description of materials, size Name of show if available, location 70 Harvard Business Review May 2011 PHOTOGRAPHY: JORDI PLAT; XAVIER VEILHAN/ARTISTS RIGHTS SOCIETY, NEW YORK HBR.ORG ARTWORK Xavier Veilhan, The Big Mobile, 2004 Metallic structure, 25 spheres in PVC with diameters from 29.5" to 137.8" Exhibition View, 3rd Biennial of Contemporary Art of Valencia The Power Of Small Wins Want to truly engage
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the market with its products. Presently they lead the market in Smart Phones, Tablets and Personal Computers. With the huge demand for their products, there comes an enormous responsibility for manufacturing the devices in a quick and cost effective matter. With the rapidly growing market of Apple computers and the technology/electronic industry as a whole, Apple eventually had to rethink how they manufactured their products to create the most efficient outcome; the highest revenue with the lowest
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» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage
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MANAGING FOR THE LONG TERM | BEST OF HBR | November–December 1991 The Knowledge-Creating Company by Ikujiro Nonaka Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge – the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them. For example
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» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 2001 If there's one management expert who is synonymous with the term "highperformance organization," it is Jim Collins, who has spent the past 20 years trying to understand how some companies are able to sustain superlative performance. It may seem surprising that of the seven factors Collins identified as essential to take a company from good to great, he chose to focus on leadership in this 2O01 piece. However, even a casual rereading
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self-awareness. Leaders who heed their inner voices can draw on more resources to do so; leaders must learn to focus their own attention. A look at how people focus inward can make this abstract concept more concrete. Hearing your inner voice is a matter of paying careful attention to internal physiological signals. How well people can sense their heartbeats has, in fact, become a standard way to measure their self-awareness. A good leader has fully command and control on his emotions. He has ability
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