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16 мая, 12:03

The Essential To-Do List for New Leaders - SPONSOR CONTENT FROM KELLOGG EXECUTIVE EDUCATION

By Karen Cates, Adjunct Professor at the Kellogg School of Management, Northwestern University If stepping into a new leadership role has you feeling a little nervous, multiply that feeling by ten to estimate the apprehension rippling through your new team. While you may be wondering whether you are up for the challenge, the people anticipating your arrival are wondering, “What’s going to happen to me?” Read more from Kellogg Executive Education: How “Brainwriting” Can Get Better Ideas Out of Your Team What to Do When You Have a Dysfunctional Team Member As you manage first impressions, existential anxiety can be paralyzing to the workforce. So to look like you know what you are doing and to maintain morale and performance as you settle into the big chair, here are three things you should consider doing right away when you get to your new office. Have a plan: This sounds mundane, but many leaders assume they will assess what is going on in the new office when they get there and then figure out what they need to do after completing their due diligence. This is half right—the second half. Before starting an assessment, leaders must create a tangible plan to collect and analyze the information they seek. What do you need to know? How will you uncover this information? To whom will you speak? What do you plan to talk about? How long do you anticipate this will take? Having a plan provides a framework for making decisions as you navigate those first days and weeks. Share the plan: You need to communicate the plan to your new team as soon as possible. Remember, you are not sharing proposed changes or other content. It’s too early for that. But you do want to reveal the process you will follow to collect information. Will you be talking to everyone in the office or just the key players? Can people come to you to share information? What is the best way for them to get on your calendar? In short, you need to establish the rules of engagement out of the gate so people understand how the flow of communication is going to work and how much time you are going to spend seeking input. By managing their expectations, you manage their fear. Follow the plan: Talk to the people, ask the questions, and take the time you planned to take. For some of your people, this will be the first actions they will see associated with your leadership. They will be judging you while you assess them. Don’t deviate if it will call the process or your intentions into question. Why are you talking to Jane before you talk to her supervisor? Be sure to walk your talk, and build positive attributions for your actions. Honor the hierarchy. Be easy on the people and tough on the problems. Too often, leaders approach a new role as something they will figure out for themselves. But sitting in your office making notes to yourself won’t net you the same early leadership capital as having a plan, sharing the plan, and following your plan. The specifics of the plan are less important than following these three steps, assuming you are sincerely seeking information to understand and diagnose the people and the work. By proactively managing your entrée into a new leadership position, you begin building trust. You also provide your new team with a road map for what might otherwise be a bumpy ride. And you channel the anxiety of transition into productive dialogue that sets the tone for the future. Learn more about leadership With Kellogg’s Executive Education Program Karen Cates is an adjunct professor of the Energizing People for Performance program. You can work with Karen Cates and her colleagues in the Kellogg programs to improve your executive skills throughout the year. For more information, visit the program website. Don’t just lead your people—empower them for performance with Kellogg Executive Education.

16 мая, 12:02

What to Do When You Have a Dysfunctional Team Member - SPONSOR CONTENT FROM KELLOGG EXECUTIVE EDUCATION

By Leigh Thompson, J. Jay Gerber Professor of Dispute Resolution & Organizations at the Kellogg School of Management, Northwestern University Every team seems to have an alpha member — someone who is naturally dominant. Every team seems to also have a problematic or dysfunctional team member. Let’s call that person a delta. Read more from Kellogg Executive Education: How “Brainwriting” Can Get Better Ideas Out of Your Team The Essential To-Do List for New Leaders Take the case of Matthew, an executive at a large company in one of my courses last year. Matthew described the delta member on his team — a man he called Neal. According to Matthew, Neal was a “narcissistic, passive-aggressive egomaniac who was impervious to criticism or personal development.” “How long has Neal been a problem on your team?” I asked Matthew. Matthew sighed, “Five years.” I asked Matthew what steps he had taken to deal with Neal. He had confronted Neal several times and told him he needed to change, and Neal had grudgingly agreed. But nothing changed: Neal continued to be dysfunctional. Matthew tried talking to Neal a few more times, but to no avail. What was Matthew doing wrong? The mistake that we see leaders make most often is that they want to “fix” the problem team member, much akin to taking a car to the shop. However, it is likely that the entire car needs a tune-up. Leaders should resist the urge to ambush the delta member and instead, follow a four-step approach: Reassess and, if necessary, reassign the roles. What are the work tasks? What are the roles and responsibilities? More often than not, by changing one or more of these factors, the problem can be solved. Case in point: In one university task force, one team member was not contributing and was not responding to communications. When we queried this team member, we learned he felt resentful because he did not want the responsibility of scheduling the meeting room or managing the calendar. Instead, he wanted to focus on conducting an important competitive analysis. Once he was alleviated of “secretarial” responsibilities, he became a productive and positive contributor. If you still have a problem, revise the team process. How do team members communicate? What are the norms of engagement? What is the meeting style? One member on a financial services team was not contributing, lacked motivation and had no energy. The leader tried an experiment and moved the late-afternoon team meetings to the mornings. The “dysfunctional” team member became a high producer. On another organizational team, a newcomer stopped contributing because the senior team members arrived 10 minutes late for every meeting. The issue of punctuality was raised in a meeting and the group agreed to hold one another accountable for arriving on time. In many companies, members became resentful when they see others using their smart phones during meetings and openly multitasking. At Edmunds, team leaders bring in a large basket at the beginning of each meeting and collect all phones, computers and tablets, from the CEO on down. The result is a more engaged group. Give everybody a crash course on how to engage in healthy conflict. Problem team members often emerge in groups because conflict is being repressed. Team members often feel that they need to be polite and accommodating. Group researchers call this the politeness ritual, and it essentially leads to a superficial small talk with no one really knowing where they stand. Charlan Nemeth and her colleagues coached some teams to follow debate rules, while other teams followed brainstorming rules or did not have any particular rules. The teams who followed debate rules suggested more ideas and better ideas. This was replicated across different cultures. As a final resort, invite the team to coach each other. Don’t gang up on one person; put everyone under the microscope. We’ve developed an approach at Kellogg called 50-50 Qualitative Feedback, in which all team members give each other one piece of positive feedback and one piece of development feedback using simple notecards. My guiding rules are to write the feedback in a way you would want to see it for yourself. As the facilitator, I collect all the cards, distribute them into envelopes, vet anything that is unnecessarily vicious and carefully instruct members to not reveal or even guess who said what. On one occasion, I worked with the senior leadership team of a large health care organization. Before everybody opened their envelope, I instructed each team member to anticipate the feedback they thought they would receive. Everybody then summarized the positive and the critical feedback they received and developed a personal action plan for change. The bottom line: Think of the delta member of your team as a “check your engine” light. Open the hood, roll up your sleeves and test all systems. Learn more about teamwork With Kellogg’s Executive Education Program Leigh Thompson is director of the Leading High-Impact Teams program, and co-director of the Constructive Collaboration Executive program and the Negotiation Strategies Executive program. You can work with Leigh Thompson and her colleagues in the Kellogg programs to improve your executive skills throughout the year. For more information, visit the program website. Be a team player: let Kellogg Executive Education teach you to be a better team member and leader.

16 мая, 12:01

How “Brainwriting” Can Get Better Ideas Out of Your Team - SPONSOR CONTENT FROM KELLOGG EXECUTIVE EDUCATION

By Leigh Thompson, J. Jay Gerber Professor of Dispute Resolution & Organizations at the Kellogg School of Management, Northwestern University Read more from Kellogg Executive Education: What to Do When You Have a Dysfunctional Team Member The Essential To-Do List for New Leaders All too often, your brainstorming sessions are steered by one or two people who dominate the conversation and shut everyone else down. That can be a big source of frustration, and stop the idea generation your team needs in order to succeed. How bad can it get? Research indicates that in a typical six-person meeting, two people do more than 60 percent of the talking. Increase the size of the group, and the problem only gets worse. What to do? Hand out pens and cards and get everyone writing—brainwriting. The process helped save a key off-site meeting and can get your team working more productively—without the headaches. Learn more about teamwork With Kellogg’s Executive Education Program Leigh Thompson is director of the Leading High-Impact Teams program, and co-director of the Constructive Collaboration Executive program and the Negotiation Strategies Executive program. You can work with Leigh Thompson and her colleagues in the Kellogg programs to improve your executive skills throughout the year. For more information, visit the program website. Solidify your teamwork and take your collaboration skills to the next level with Kellogg Executive Education.

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05 мая, 16:47

Company News for May 05, 2017

Companies in the News are: K,H,TSLA,DNKN

05 мая, 15:12

Kellogg price target cut to $81 from $84 at RBC Capital Markets

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

04 мая, 17:57

Kellogg (K) Q1 Earnings Beat, Revenues Lag on Weak Demand

Kellogg Company (K) posted an earnings beat in the first quarter of 2017 on huge cost savings and a tax benefit.

04 мая, 17:53

Q1 Earnings In Focus

Q1 Earnings In Focus

04 мая, 17:17

Litany of Morning Data: Productivity, Jobless Claims, Q1 Earnings, Etc.

Q1 Productivity, last week's Initial Jobless Claims, the March Trade Balance and Unit Labor Costs all join another heavy load of Q1 earnings reports.

04 мая, 16:31

Kellogg (K) Tops on Q1 Earnings, Revenues Lag Estimates

K beat on earnings. Our consensus earnings estimate called for EPS of $1.01 cents/share, and the company reported comparable EPS of $1.06 instead.

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04 мая, 16:09

Квартальная выручка Kellogg не дотянула до прогнозов аналитиков

Американский поставщик сухих завтраков Kellogg отчитался о повышении чистой прибыли за первый квартал с $175 млн или 49 центов на акцию годом ранее до $262,0 млн или 74 центов на акцию. При этом скорректированная прибыль составила $1,06 на акцию при средних прогнозах аналитиков на уровне 99 центов на акцию. Выручка за рассматриваемый период уменьшилась с $3,40 млрд до $3,26 млрд, в то время как аналитики в среднем ожидали $3,28 млрд. Компания подтвердила прогноз по темпам роста прибыли на акцию за 2017 г. на 8-10% г/г.

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04 мая, 15:59

Квартальная выручка Kellogg не дотянула до прогнозов аналитиков

Американский поставщик сухих завтраков Kellogg отчитался о повышении чистой прибыли за первый квартал с $175 млн или 49 центов на акцию годом ранее до $262,0 млн или 74 центов на акцию. При этом скорректированная прибыль составила $1,06 на акцию при средних прогнозах аналитиков на уровне 99 центов на акцию. Выручка за рассматриваемый период уменьшилась с $3,40 млрд до $3,26 млрд, в то время как аналитики в среднем ожидали $3,28 млрд. Компания подтвердила прогноз по темпам роста прибыли на акцию за 2017 г. на 8-10% г/г.

Выбор редакции
04 мая, 15:14

Kellogg sees 2017 EPS of $3.91-$3.97; FactSet consensus $3.93

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:14

Kellogg affirms 2017 profit growth guidance of 7%-9%

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:12

Kellogg Q1 U.S. morning foods and snacks segments posted sales declines

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:12

Kellogg Q1 North America sales decreased amid industry-wide softening of consumption trends

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:10

Kellogg Q1 revenue $3.25 bln vs. $3.40 bln; FactSet consensus $3.28 bln

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:09

Kellogg Q1 adj. EPS $1.06; FactSet consensus 99 cents

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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04 мая, 15:09

Kellogg Q1 EPS 74 cents vs. 49 cents a year ago

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

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02 мая, 22:18

Bears Pounce On Kellogg Stock Ahead Of Earnings

Kellogg stock has been trending lower for months, and traders are positioning themselves bearishly ahead of the company's earnings release this week

02 сентября 2014, 04:21

10 компаний контролирующих мировую пищевую индустрию

  В сельском хозяйстве и пищевой промышленности занято более одного миллиарда человек в мире или треть всей рабочей силы. И хоть данный сектор играет ключевую роль в жизни человечества, как это ни парадоксально, его контролируют крайне небольшое число транснациональных компаний. Согласно докладу компании Oxfam International, 10 компаний, специализирующихся на производстве продуктов питания и напитков, могут формировать продуктовую корзину большей части населения планеты, влиять на их условия труда, а также окружающую среду.  Associated British Foods Выручка: $21,1 млрд Расходы на рекламу: неизвестно Прибыль: $837 млн Сотрудники: 112,6 тыс. Штаб-квартира: Лондон, Великобритания  Associated British Foods – это британская компания-производитель продуктов питания, которой удалось выстроить глобальную сеть с помощью приобретений. В результате постоянного прироста за счет покупки новых компаний, Associated British Foods производит практически все виды продовольствия, начиная от сахара, заканчивая кукурузным маслом и чаем. ABF один из основных поставщиков важных пищевых ингредиентов, в том числе эмульгаторов, ферментов и лактозы.   Coca-Cola Сo. Выручка: $46,9 млрд Расходы на рекламу: $3,0 млрд Прибыль: $8,6 млрд Сотрудники: 130,6 тыс. Штаб-квартира: тланта, Джорджия, США  Coca-Cola является одним из самых дорогих брендов в мире. Совокупный объем продаж в 2013 финансовом году в стоимостном выражении превысил отметку $47 млрд. Coca-Cola Сo. крупнейший мировой производитель и поставщик концентратов, сиропов и безалкогольных напитков. Крупнейшим акционером этой компании является фонд Berkshire Hathaway Inc. (8,61%), контролируемый легендарным инвестором Уорреном Баффетом.   Groupe Danone Выручка: $29,3 млрд Расходы на рекламу: $1,2 млрд Прибыль: $2,0 млрд Сотрудники: 104,6 тыс. Штаб-квартира: Париж, Франция  Французская компания Groupe Danone имеет обладает колоссальным присутствием в во всем мире. Его крупнейшим рынком, по объемам продаж, является Россия, далее следуют Франция, США, Китай и Индонезия. Компания является крупнейшим в мире продавцом свежих молочных продуктов, больше половины от всего объема продаж данной продукции в мире в 2013 году пришлось на Groupe Danone.   General Mills Выручка: $17,9 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 43 тыс./LI] Штаб-квартира: Голден-Вэлли, Миннесота, США  Компания General Mills владеет рядом одних из наиболее известных американских брендов, таких как Pillsbury, Colombo Yogurt, Betty Crocker, «Зеленный великан». Производственные мощности компании размещены в 15 странах, однако, продукция реализуется более чем в 100. Полоска продукции компании невероятно широкая : хлопья для завтрака, йогурт, замороженное тесто, консервированные супы, пицца, мороженое, соевые продукты, овощи, мука и др.   Kellogg Выручка: $14,8 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 30,2 тысячи Штаб-квартира: Батл-Крик, Мичиган, США  Американская компания Kellogg зарабатывает меньше всех среди пищевых гигантов, по итогам 2013 года объем выручки составил лишь $15 млрд. Kellogg является одним из крупнейших в мире хлебообработчиков и производителей печенья. Компания специализируется на производстве сухих завтраков и продуктов питания быстрого приготовления.   Mars Выручка: $33,0 млрд Расходы на рекламу: $2,2 млрд Прибыль: нет данных Сотрудники: 75 тыс. Штаб-квартира: Маклин, Виргиния, США  Из всех компаний, представленных в данном списке, Mars –единственная, которая находится в частной собственности. Mars владеет такими "шоколадными" брендами, как M&Ms, Milky Way, Snickers и Twix. Компания владеет продовольственными брендами, такими как Uncle Ben's, а также производителем жевательных резинок и конфет Wrigley.   Mondelez Выручка: $35,3 млрд Расходы на рекламу: $1,9 млрд Прибыль: $3,9 млрд Сотрудники: 107 тысяч Штаб-квартира: Дирфилд, Иллинойс, США  Компания Mondelez появилась в результате разделения пищевого гиганта Kraft Foods. Во время разделения мировые бренды (Oreo, TUC, Cadbury, Milka, Alpen Gold, Jacobs) достались Mondelez, вто время как американские - Kraft Foods Group. По итогам прошлого года, выручка компании составила $35 млрд выручки при капитализации более чем $72 млрд.   Nestle Выручка: $103,5 млрд Расходы на рекламу: $3,0 млрд Прибыль: $11,2 млрд Сотрудники: 333 тыс. Штаб-квартира: Веве, Швейцария  Nestle по всем показателям является крупнейшей пищевой компанией в мире. Выручка компании за прошлый год составила 92 млрд швейцарских франков. Компания производит растворимый кофе, минеральную воду, шоколад, мороженое, бульоны, молочные продукты, детское питание, корм для домашних животных, фармацевтическую продукцию и косметику. Более 2000 товарных знаков на 461 фабрике в 83 странах мира.   PepsiCo Выручка: $66,4 млрд Расходы на рекламу: $2,5 млрд Прибыль: $6,7 млрд Сотрудники: 274 тыс. Штаб-квартира: Пёрчейз, Нью-Йорк, США  Помимо известных "содовых" брендов, PepsiCo владеет рядом продуктовых торговых марок, таких как Tostitos, Doritos, Quaker. Более того, компания является крупнейшим рекламодателем в мире, расходы компании в этой области в 2012 году превысили $2,5 млрд.   История вопроса Выручка: $68,5 млрд Расходы на рекламу: $7,4 млрд Прибыль: $6,7 млрд Сотрудники: 174,3 тысячи Штаб-квартира: Лондон, Великобритания и Роттердам, Голландия  Unilever трудно назвать пищевой компанией, так как большую часть ее прдуктовой линейки представляют средства личной гигиены и бытовая химия. Однако, на еду и напитки проходится более трети выручки. По итогом прошлого года выручка компании составила 50 млрд евро. Компания владеет такими брендами, как Lipton, Brooke Bond, Calve, Rama, Creme Bonjour и другие.