- Mastery: State of the Art
Given the level of financial resources and attention required to achieve mastery, high-performance companies need to be selective and channel their resources to the places where they will produce the greatest benefit.
Mastery II—Finance & Performance Management: A Seat at the Table
New research shows that a measurably superior finance organization is a key attribute at 7 out of 10 high-performance businesses. These masters of finance play a critical role in their company's leadership structure and are actively involved in defining the future direction of the business.
Mastery III—Change Management: Disturbing the System
In today's volatile business environment, successful organizational change is a process of ongoing adjustment at all levels of the organization. And it requires leaders whose primary role is to establish context, provide the energy, and then challenge and encourage innovative risk taking.
Industry Report—Banking: The Right Combination
The 1990s redefined the environment for global banking. The survivors of the successive crises that battered the decade have emerged leaner, smarter and far better equipped to take advantage of the next wave of restructuring. But only a handful meet our strict standards for high performance.
Industry Report—Utilities: Power Plays
Decades of regulatory policy swings and a bewildering array of business models have created a sector that defies a simple interpretation of performance. Understanding this complex industry requires both historical and forward-looking analyses.
- Information Technology: Paradox Lost
After decades of disappointment, IT investments are finally paying off in dramatic economic and enterprise productivity gains. End of story? In fact, high-performance businesses have learned that this trend will only broaden and deepen as they continue to leverage technology more effectively.
Information Technology II: Transforming the IT Workforce
Successful companies are creating high-performance IT organizations in part by changing what people do. And they are not only seeing compelling short-term results. These companies also are laying the groundwork for long-term success by creating IT organizations that are inherently agile—learning, growing and changing as the business evolves.