Tory Burch. Meaning of "corporate ladder" in the English dictionary. Synonyms and antonyms of corporate ladder in the English dictionary of synonyms. Examples of use in the English literature, quotes and news about corporate ladder. For the most ambitious young people, the corporate ladder is obsolete. We are taught to consume.
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And that's what we do. But if we realized that there really is no reason to consume, that it's just a mind set, that it's just an addiction, then we wouldn't be out there stepping on people's hands climbing the corporate ladder of success. In this book you'll get unbiased recommendations that are not influenced by any company, product, or organization. Jack Griffin, This is the first book to teach women how to: use 12 of their natural roles and talents to advance in the corporate world; thrive in a downsizing and outsorcing global economy; and achieve both a rewarding and fulfilling life.
Kathleen Archambeau, Skip Yowell, This book contains my best, most up-to-date thoughts on creating your success inside a corporation. Bud Bilanich, This manual features interviews with professional business writers, showing how the techniques they use can result in persuasive writing in the workplace.
Kevin Ryan, When the position of a lifetime comes available, Deena Newman, an attorney at a prestigious law firm whose success has come by way of bedrooms rather than boardrooms, will do anything to get the job, which might just cost her everything she Keith Thomas Walker, By leading its readers through a series of illustrative anecdotes and ending each chapter with a summarizing "lesson learned," this book studies human behavior to unfold the not-so-secret secrets of understanding how the actions of others Ms Sabga, Natalya I.
Sabga, Presents an examination of the world of business success, dispensing advice on how middle managers can disengage themselves from the corporate culture and perfect the appearance of actually working.
Corinne Maier, Charles A. Their managers have to know the details of their business or function, not just the big picture.
Ebook Communicate up the Corporate Ladder: How to Succeed in Business with Clarity and Confidence
The best GMs set tight deadlines and enforce them. Above all, they are impossible to satisfy. One general manager, for instance, asks key managers to rank subordinates yearly on a scale from one to nine. Then he reminds everyone that the same performance it took to get a six this year will earn only a five next year.
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Sure, this approach creates extra stress, possibly even frustration. It also reduces complacency, encourages personal growth, and yields better results. The second element of the work environment that GMs consistently influence is the basic business concepts the company adopts. In short, this overview defines how the company is going to be different—and better—from a collection of totally independent businesses. Moreover, because every business environment changes over time, the best general managers constantly ask: What kind of business do we want to run?
Are we in the right fields?
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Do we still have viable positions in each? How should we be reshaping the business? The result of this process is a set of business concepts that shift in small ways in a consistent direction. The company, which has a fine corporate track record over several decades, wants to be the leader in the lower-tech growth segments of health care, so it has a broad-based business, facing diverse smaller competitors all around the globe. To remain a leader, CEO James Burke feels that he and his managers have to excel at spotting promising new market segments early, tailoring products to serve them, and getting those products to market quickly.
They do this through a network of roughly tightly focused, freestanding operating companies.
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This highly decentralized organization is skilled at marketing and product innovation and supported by a corporate credo that glues everything together into a very humane yet competitive company. In several major parts of the business, customers have decided they want fewer suppliers and better integrated distribution and administrative services.
Fast-paced, innovative businesses require different managers than companies in slow-growth, grind-it-out businesses where the emphasis is on cost control and high volume. For example, one aggressive, growth-oriented company decided it needed: a mix of high-potential managers, not a few good managers at the top with implementers below; innovative managers who act like owners, not administrators content to pass decisions up the line; and ambitious quick learners, not people content to move slowly up the corporate ladder.
To determine what does apply, a GM focuses on two questions: What kind of managers do we need to compete effectively, now and in the foreseeable future? What do we have to do to attract, motivate, and keep these people? He has a keen sense of the kind of organization he wants Cummins to be. Moreover, this deep concern for fellow employees and high ethical standards permeate Cummins—just as they did when Irwin Miller was CEO.
And of course, there are always a few whose own values are flawed or expedient, but who are nonetheless successful in the short run.
In time, however, character flaws or even shortcomings like inconsistency do catch up with people—causing serious problems for both the GM and the company. Since the general manager is the only executive who can commit the entire organization to a particular strategy, the best GMs are invariably involved in strategy formulation, spearheading the effort, not just presiding over it. To avoid these problems, Johnson envisioned a supermarket of 50 to 60 funds that offer customers every conceivable investment focus plus superior service.
Moreover, with so many funds operating, Fidelity always has four or five winners to brag about. But Farrell saw an opportunity in the fact that competitors like Sears were diversifying into financial services, while others were moving into specialty stores. Instead of following the crowd, he focused his company on becoming the merchandising and operating leader in the department store business in each of its markets. He centralized merchandising concepts, priced aggressively, eliminated loser departments, built strong execution-driven local managements, and got control of costs.
The result: while former key competitors like Allied, ADG, and Federated were stumbling, May emerged as the largest, best run publicly held company in its chosen field. Next, high-impact GMs regard competitiveness gaps—in products, features, service—as crises. Closing those gaps becomes their overriding priority, not just another important business problem. Too many GMs—not just the ones in Detroit—build their strategies around unsupported assumptions and wishful thinking about their comparative performance.
In return, it got fewer rejects, better products, more market share, and higher earnings per share. Guess who changed his views—five years too late—about where his company stood and what was required to regain market leadership? Today you cannot write about strategy without talking about giving customers better value than your competitors do. Yet talking about the concept and making it live are two different things. Outstanding GMs seem to be personally committed to serving customers better and to producing better performing products.
Instead of just looking inward, they get their competitive information first-hand by talking to knowledgeable customers and distributors. And that knowledge gives them the conviction they need to make things happen and gain a competitive edge. Recognizing that lasting competitive edges are hard to generate, the best GMs build on existing strengths while searching out new sources of advantage. First, they improve sales and profits of their strongest products, in their strongest markets, with their strongest distributors.
Then they use the resulting faster payoffs to help fund the search for future edges. In the s, for example, Pepsi concentrated on its heartland markets, grocery chains, and new large packages—all Pepsi strengths. By contrast, in the s, Pepsi spent so much of its money and effort trying to prop up weaker markets, products, and channels that it lacked the resources to go all out in stronger areas. Actually, it was the other way round, just as it is for most companies. Moreover, building on strength keeps competitors so busy responding to your initiatives that they have less time to launch their own.
Finally, the best GMs expect their competition to retaliate to any strategic move that works, and they plan for the worst-case response. They also get out of games they cannot win. For years, for example, Heinz prided itself on introducing more new soups than Campbell did. All general managers say they allocate resources to support competitive strategies, keep the company economically healthy, and produce high returns.
Yet if you analyze the way the process works in most companies, you find excessive support for marginal businesses, low payout projects, and operating necessities. In short, no strategic focus. The best GMs concentrate more resources on situations that provide the opportunity to gain an important competitive edge, or at least improve on one they already enjoy. Long before restructuring came into vogue, they were prepared to shift emphasis to get more bounce for their bucks. At the time, the company was building new potato chip plants every year to gain market share in the low-return business.
Once that investment began to pay off, he resumed new plant construction, but at a much improved ROI. Another difference is the way the top GMs treat money.
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Sounds humorous until you reflect on one of the cardinal weaknesses of most professional managers: they spend company cash as though it belonged to someone else. In contrast, outstanding GMs think like owners. But by focusing on fewer bets and backing them aggressively, they improve the odds. Moreover, top GMs carefully protect the downside on major investments.
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Everyone knows that promising ideas often fail in the marketplace. Yet many GMs are perfectly willing to bet the company before they know if a new strategy will work. They plunge ahead and build a factory, hire lots of overhead, and launch new products quickly and aggressively—presumably to beat competitors to the punch.
The best GMs also do lots of little things—like farming out pilot runs and renting plants and machinery—that limit their front-end exposure. They add overhead grudgingly. They do regional rollouts to test the market and control costs.
Finally, top GMs are always searching for unproductive assets to get them up to par or off the books. To do this, they follow up on big capital expenditures to be sure the projected benefits are realized. They charge each business unit with managing its balance sheet and carefully measure its return. And they put constant pressure on the organization to improve productivity.