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While large corporations have metrics experts, most managers do not need skills of that order. What they need is a clear understanding of how measurements affect the activities and behavior of their own organizations.
A scorecard is only as good as the measures you choose to include in it. Here's how one company determined the right measures and made its scorecard work.
The emerging business model of value creation includes both social and environmental capital as well as human, structural, and customer capital.
Increasingly popular, stock options may reward managers more for investors' expectations of future performance than for current performance.
Here's a measurement framework that challenges the status quo and links strategies and activities to create shareholder value.
Leaders of today's organizations need a zest tor uncertainty, a passion for ferment, and a focus on shortterm results.
Conoco's Trailblazer Program, a corporate university, integrates personal development with individual and company business goals.
Despite the difficulties, leaders can change corporate culturesand relatively quickly. The difference between years of frustrated preaching and rapid cultural change is in the approach you take.
It's not enough for leaders to have a vision. They need to know how to help everyone in the company see it.
Minimize the resistance to your vision by using the right tools to influence behavior within the organization.
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