Here are five telltale signs of structure done wrong. As you read them, see if your organization has made any of these mistakes. If so, it’s a sure sign that your current structure is having a negative impact on performance.
Why does your business behave the way it does and how can you make it behave differently?” would you answer “design?” Very few people – even management experts – would. But the fact is that how your organization is designed determines how it performs.
Does your vision sound something like this? “Our vision is to provide aggressive strategic marketing with quality products and services at competitive prices to provide the best value for consumers.”. Bad news.
Google, Zappos and Virgin are convinced that happiness can change the world by improving profitability and employee performance at the same time. Do you want to know how?
Few would disagree with that. But how about specifics? Weber Shandwick conducted new research with KRC Research, The CEO Reputation Premium: Gaining Advantage in the Engagement Era, among more than 1,750 executives in 19 markets worldwide. We sought out the perspectives of those closest to the CEO, those in the best position to judge.
Imagine having a thought and immediately grabbing whatever is within reach to make that thought a reality. In 1991, Jimmy Ray, founder of Gogo in-flight communications services, sketched a vision for a future aircraft telephone system on a paper napkin.
How do you measure a CEO’s impact? An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures.
If you had a spare $58m knocking around earlier this year, you could have bought balloon Dog (Orange), a piece of art by Jeff Koons. Or you could have acquired the services of Sir Martin Sorrell, CEO of WPP (the UK’s highest paid director in 2013).
When the 2008 Lehman Brothers bankruptcy triggered a global recession, Toyota Motor Company lost money. In December of that year, with a photo of Toyota board members bowing in shame, a New York Times headline trumpeted, “Toyota Expects its First Loss in 70 years.”