9 Posts found for Publisher: Bain & Company

Bring the Future to Life

1. Case for Change. Have we convinced the organization that the status quo is unacceptable?
2. Compelling Intent. Is our story of the future meaningful to our people and securing emotional buy-in at all levels?
3. Credible Solutions. Are the proposed solutions appealing so the organization, and will they work in our culture?

Inspire Deep Commitment

4. Aligned Top Team. Do we have the right

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Authors: Charles Ormiston, Manny Maceda, Michael Garstka | Source: Choreographing a Full Potential Transformation | Subject: Change Management Questions

To anticipate the future, it helps to use a predictive risk model and then to develop an explicit risk-mitigation plan. Fifteen specific risks, such as poor sponsorship and change overload, threaten to disrupt change efforts. These risks tend to occur in predictable patterns over the life cycle of a change, but only a handful of risks determine success or failure at each stage. A risk … [ Read more ]

Authors: Kevin Murphy, Patrick Litre | Source: Results Delivery: Managing the Highs and Lows of Change | Subject: Change Management Questions

Supply chain barriers to trade are both complex and widespread. A more comprehensive approach to foreign investment decisions means recognizing costs in four important categories of the supply chain. Executive teams can begin by asking some key questions relating to each category:

Market access

• Do you know how many regulatory agencies you have to deal with as you move goods into or out of your chosen

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Author: Mark Gottfredson | Source: Finding the hidden costs in broken supply chains | Subject: Operations Questions

1. Are you able to break down your operating inventory into the three major categories when reporting levels—safety, replenishment and excess or obsolete stock?
2. Is your company using the most effective method to calculate your safety stock levels?
3. Do you recalculate safety stock levels on a regular basis to ensure they are up to date?
4. Who decides key inventory-related policy such as striking the right balance between

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Authors: Francois Faelli, Pratap Mukharji, Raymond Tsang, Ronald Fink, Sam Israelit, Thierry Catfolis | Source: Ten ways to improve inventory management | Subject: Operations Questions

• What is the business case for investing further in social media? Where and how much should we invest?
• Fundamentally, how much is consumer behavior changing? What are the biggest opportunities and threats? How aggressively are my competitors investing in these tools, and are they capturing differential advantage?
• What are the best practices in deploying social media strategies? What are the pitfalls to avoid?
• Should we build or

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Authors: Chris Barry, Chris Brahm, Eric Almquist, Rob Markey | Source: Putting social media to work | Subject: Marketing Questions

1. Are you able to break down your operating inventory into the three major categories when reporting levels—safety, replenishment and excess or obsolete stock?
2. Is your company using the most effective method to calculate your safety stock levels? Are you using statistical formulas that incorporate the accuracy of sales forecasts, required production lead times, manufacturing schedule adherence and service-level data for each SKU? Or are

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Authors: Francois Faelli, Pratap Mukharji, Raymond Tsang, Sam Israelit, Thierry Catfolis | Source: Inventory management: 10 questions to diagnose your inventory health | Subject: Operations Questions

• Can we quantify our supply of and demand for leaders, both now and in the future?
• How many positions are filled by external recruitment versus internal promotion?
• What’s the win-rate for “must have” recruits?
• How do our retention rates for top and mainstream talent compare with those of our competitors?
• What is the rate of retention of external hires versus internal promotions?
• What are the overall promotion rates by

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Authors: Alan Bird, Lori Flees, Paul DiPaola | Source: Kick-start your talent machine | Subject: Leadership Questions

There are two ways to take this test. As an employee, you can use it to gauge the strength of your loyalty to your current employer. Customers can also complete the survey; the results provider a sense of how loyal they feel toward a particular company.

1. My company really cares about building a relationship with me.
2. My company values people and relationships ahead of today’s profit.
3. My

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Author: Fred Reichheld | Source: Satisfaction: The False Path to Employee Loyalty | Subjects: Customer Questions, Human Resources Questions

• Is your strategy clear?
• Can it be translated into action?
• Is it measurable?
• Does it have the potential to transform your business?
• Do you measure the true drivers of value in your business?
• Do you link your executive compensation to what drives value – key strategic and financial measures as well as relative share price?
• Are your executives motivated to create a dramatic upside for shareholders?
• Is there a downside

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Authors: Marcia Blenko, Orit Gadiesh, Robin Buchanan | Source: Making Sense of Executive Pay | Subject: Corporate Governance Questions