How to Evaluate the Job Youve Been Offered (FT Press Delivers Elements)


Quite possibly—if you heed these tips from our workplace pros. To get a big-picture idea of what your current benefits bring to the table, ask your human resources department for a total rewards statement, suggests Elliott. If you do some research to see which perks are common for your industry, it could make it harder for your new company to say no. This article originally appeared on LearnVest and is reprinted with permission. By Alden Wicker 8 minute Read. But what if your employer could help foot some of that bill? But chances are your prospective employer may be willing to help alleviate some of that outlay.

Request A Breakdown of Your Total Package To get a big-picture idea of what your current benefits bring to the table, ask your human resources department for a total rewards statement, suggests Elliott. Do A Competitive Analysis If you do some research to see which perks are common for your industry, it could make it harder for your new company to say no.

Such overruns match or surpass those experienced by black swans among complex construction projects such as tunnels and bridges.

The eight essentials of innovation

When that effort failed, too, the retailer had to file for bankruptcy. So how do companies maximize the chances that their IT projects deliver the expected value on time and within budget? According to survey responses, an inability to master the first two dimensions typically causes about half of all cost overruns, while poor performance on the second two dimensions accounts for an additional 40 percent of overspending Exhibit 2. IT initiatives too often pay little heed to strategy and stakeholders and manage projects purely according to budget and schedule targets.

This led to several complex changes in the accounting modules as a result of a recently introduced performance-management system.

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To build a solid team, members should have a common incentive structure that is aligned with the overall project goal, in contrast with individual work-stream goals. For example, when TomTom launched its first touch-screen navigational device, in , the product flew off the shelves. Subscribe to the FT. But as customer demand increased, the company began to reduce pay. Smart collaboration with external partners, though, goes beyond merely sourcing new ideas and insights; it can involve sharing costs and finding faster routes to market. An employer may also require you to stay for a minimum number of years at the company—if you leave before then, you may be required to pay back the tuition. Unlike human store managers, algorithms do not use hours to reward the people they like, or the people they are related to, or the people who look like them.

By building a robust business case and maintaining focus on business objectives along the whole project timeline, successful teams can avoid cost overruns. They can also, for example, ensure faster customer response times, obtain higher-quality data for the marketing organization, or reduce the number of required manual processes.

High-performing project teams also improve the ways in which a company manages its internal and external stakeholders, such as business and IT executives, vendors, partners, and regulators.

Four ways to improve project performance

Project leaders continually engage with all business unit and functional heads to ensure genuine alignment between business needs and the IT solutions being developed. Good stakeholder management involves foresight when it comes to selecting vendors and negotiating contracts with them. Some companies have learned this the hard way.

A bank in the Middle East negotiated hard for price with a vendor and later suffered at the hands of an inexperienced vendor team. Another bank scored well on unit price with a software-package provider for the project phase of a trading-system implementation but encountered high costs for changes and support after the system was introduced and the bank was locked into the new technology.

The eight essentials of innovation | McKinsey

Drawing on expert help as needed, high-performing teams orchestrate all technical aspects of the project, including IT architecture and infrastructure, functionality trade-offs, quality assurance, migration and rollout plans, and project scope. The right team will understand both business and technical concerns, which is why companies must assign a few high-performing and experienced experts for the length of the program.

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We estimate that the appropriate experts can raise performance by as much as percent through their judgment and ability to interpret data patterns. One common pitfall occurs when teams focus disproportionately on technology issues and targets. A bank wanted to create a central data warehouse to overcome inconsistencies that occurred among its business-unit finance data, centralized finance data, and risk data. However, the project team focused purely on developing the IT-architecture solution for the data warehouse instead of addressing the end goal, which was to handle information inconsistencies.

This added huge amounts of unnecessary complexity. To eliminate waste and to focus on the items that represented the greatest business value, the team introduced lean 3 3. At the same time, it established rigorous testing and rollout plans to ensure quality and introduced clearly defined stage gates. Through these and other actions, the team was able to check 95 percent of all test cases, fix critical defects, and verify the fixes before continuing from the unit test phase to integration testing. Large projects can take on a life of their own in an organization.

To be effective and efficient, project teams need a common vision, shared team processes, and a high-performance culture. To build a solid team, members should have a common incentive structure that is aligned with the overall project goal, in contrast with individual work-stream goals. A business-to-technology team that is financially aligned with the value-delivery targets will also ensure that all the critical change-management steps are taken and that, for example, communications with the rest of the organization are clear, timely, and precise.

To ensure the smooth start-up of new front-end and core systems that more than 8, people would use, one company team launched a massive—and successful—change-management program. The program included a regular newsletter, desktop calendars that highlighted key changes and milestones, and quarterly town-hall meetings with the CEO. To encourage innovation projects, these quantitative targets were cascaded down to business units and, ultimately, to product groups.

During the development of each innovation project, it had to show how it was helping to achieve the growth targets for its category and markets. Indeed, it became the market leader in premade food only four years after entry and created a new premium segment in this market. Such performance parameters can seem painful to managers more accustomed to the traditional approach.

Fresh, creative insights are invaluable, but in our experience many companies run into difficulty less from a scarcity of new ideas than from the struggle to determine which ideas to support and scale. At bigger companies, this can be particularly problematic during market discontinuities, when supporting the next wave of growth may seem too risky, at least until competitive dynamics force painful changes.

Innovation is inherently risky, to be sure, and getting the most from a portfolio of innovation initiatives is more about managing risk than eliminating it. Since no one knows exactly where valuable innovations will emerge, and searching everywhere is impractical, executives must create some boundary conditions for the opportunity spaces they want to explore. The process of identifying and bounding these spaces can run the gamut from intuitive visions of the future to carefully scrutinized strategic analyses.

Thoughtfully prioritizing these spaces also allows companies to assess whether they have enough investment behind their most valuable opportunities. During this process, companies should set in motion more projects than they will ultimately be able to finance, which makes it easier to kill those that prove less promising. Once the opportunities are defined, companies need transparency into what people are working on and a governance process that constantly assesses not only the expected value, timing, and risk of the initiatives in the portfolio but also its overall composition.

Most established companies err on the side of overloading their innovation pipelines with relatively safe, short-term, and incremental projects that have little chance of realizing their growth targets or staying within their risk parameters. Some spread themselves thinly across too many projects instead of focusing on those with the highest potential for success and resourcing them to win.

These tendencies get reinforced by a sluggish resource-reallocation process.

Our research shows that a company typically reallocates only a tiny fraction of its resources from year to year, thereby sentencing innovation to a stagnating march of incrementalism. Innovation also requires actionable and differentiated insights—the kind that excite customers and bring new categories and markets into being. How do companies develop them? Genius is always an appealing approach, if you have or can get it. Fortunately, innovation yields to other approaches besides exceptional creativity.

The rest of us can look for insights by methodically and systematically scrutinizing three areas: You could argue that nearly every successful innovation occurs at the intersection of these three elements. See, for example, Marla M. One thing we can add is that discovery is iterative, and the active use of prototypes can help companies continue to learn as they develop, test, validate, and refine their innovations.

As smartphones and mobile apps threaten to upend oldline industries, business-model innovation has become all the more urgent: Why, then, do most innovation systems so squarely emphasize new products?

Assessing the black-swan risk

Items added to cart Should you offer something else in place of the promotion? What the Experts Say News of this kind is “hard to hear, and it's hard to deliver,” says Of course, this explanation is easier to provide if you've been “up employee who's been passed over, emphasizing the person's value. Evaluating an employee's job performance should consist of more than an “ Presumably you're giving a tremendous amount of real-time For your marginal workers, however, do not sugarcoat bad news. Offer general feedback; be specific on behaviors you want your *Names have been changed.

Leading companies combat this troubling tendency in a number of ways. They up their game in market intelligence, the better to separate signal from noise. They constantly reevaluate their position in the value chain, carefully considering business models that might deliver value to priority groups of new customers. They sponsor pilot projects and experiments away from the core business to help combat narrow conceptions of what they are and do.

And they stress-test newly emerging value propositions and operating models against countermoves by competitors.

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Amazon does a particularly strong job extending itself into new business models by addressing the emerging needs of its customers and suppliers. In fact, it has included many of its suppliers in its customer base by offering them an increasingly wide range of services, from hosted computing to warehouse management. Another strong performer, the Financial Times , was already experimenting with its business model in response to the increasing digitalization of media when, in , it launched an innovative subscription model, upending its relationship with advertisers and readers.

Now, more than half of it comes from content, and two-thirds of circulation comes from digital subscriptions. Virulent antibodies undermine innovation at many large companies. Cautious governance processes make it easy for stifling bureaucracies in marketing, legal, IT, and other functions to find reasons to halt or slow approvals. Too often, companies simply get in the way of their own attempts to innovate. A surprising number of impressive innovations from companies were actually the fruit of their mavericks, who succeeded in bypassing their early-approval processes.

Are managers with the right knowledge, skills, and experience making the crucial decisions in a timely manner, so that innovation continually moves through an organization in a way that creates and maintains competitive advantage, without exposing a company to unnecessary risk?