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Operational Performance

When I was about 10 years old, my father gave me my first pocketknife. It was a small one – just two blades, nothing more, and I chose to get a green one, rather than the traditional red. Within about a week, I had cut myself closing the small blade. Today, I carry a Leatherman multitool that’s indispensable in most small work around the house. Again, I’ve opted to keep it (mostly!) simple, so my Leatherman isn’t the super-complex one – it has two knives (serrated and smooth), a file, the multi-tool pliers (pliers, needlenose, wire cutter), a saw blade, scissors, a

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By Eric Johnson Data is only useful when it is used to change behaviors, processes and/or activities. Data can make or break an organization and often many executives ignore it at their peril. When done incorrectly, a data strategy can be used to misrepresent actual performance, serve as tools in political fights, and reduce the focus to meeting simple numbers instead of strategic initiatives. However when viewed holistically, data can be an immensely productive part of an organization and can even establish a strategic advantage over other market players. But to capture these benefits, the organization must instill the mindset of using

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By Sarah Moore Business leaders are scratching their heads wondering, 'how do we avoid the type of hot water Wells Fargo is currently dealing with?' We recommend starting here… The first step Tim Sloan should take to clean up Wells Fargo’s culture. By now, we all know the vast unethical practices Wells Fargo sales agents used to pad their bonus checks. Many thousands of employees opened millions of accounts in their customers’ names, but without their awareness or consent. If you are like me, after you picked your jaw up off the floor when the story broke, you may have wondered 'How the heck

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