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Many factors play a role in bringing these goals into harmony, but one has a preeminent position: the ratio of junior, middle-level, and senior staff in the firm’s organization, referred to here as the firm’s leverage.
David H. Maister • Managing The Professional Service Firm
Building capabilities—
Felix Oberholzer-Gee • Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance
But the company is able to crank out high-quality work year after year because its core capabilities are rooted in its processes and values rather than in its resources. I sense, however, that these capabilities of McKinsey also constitute its disabilities. The rigorously analytical, data-driven processes that help it create value for its clients i
... See moreClayton M. Christensen • The Innovator's Dilemma
The Chief Executive Operating System: The Essential Playbook for Success in the CEO Role
amazon.com
most effective program managers blend general management skills, relationship-building skills, and IT strategy skills to set the program agenda and see that it gets carried out. At Company B, general management skills come into play in such areas as capital budgeting for BI investments, financial planning, facilities planning, and staffing. Relatio
... See moreSteve Williams • The Profit Impact of Business Intelligence
One of our most important management tasks is maintaining the proper balance between short-term profit performance and investment for future strength and growth.
David Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
The essential responsibilities of a leader/company exec, via DHH:
1. Chart the course
Where are we going? What are we building? Who is it for? Any executive running anything has to know the answer to these questions in order to lead anyone anywhere. If you don't have a clue where you're going, any road can take you there, and running in circles
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