As cable TV’s most expensive channel, ESPN has found themselves in the unfortunate position of having the big cable distributors offering discounted packages that didn’t include this sports channel. Many consumers have opted for these options, while others cut the cable cord entirely and use streaming services exclusively. This has led to ESPN losing 16 million subscribers over the past 7 years.
Types of Events:
Business & Non-Profit Gatherings of All Types, Industry Association Meetings, Leadership Training Sessions, Strategic Planning Exercises
Topic Areas of Focus:
Courageous Leadership, Operational Effectiveness, Generating Innovation, Causes and Cures of Bureaucracy, Breaking Down Fiefdoms and Silos
Some Past Clients:
Roche Pharmaceuticals, Delta Airlines, PepsiCo, Deutsche Bank, Automobile Manufacturers Association, Chubb Insurance
Click Here for more information about having Bob speak at an event.
Perspectives on Bob's Books
What's Holding You Back?
"A must read for both emerging and established executives! Bob Herbold provides ten clear guidelines that will enable managers to become strong, proactive leaders."
- J.Lechleiter, retired Chairman, President and CEO of Eli Lilly & Company
Seduced By Success
"Bob Herbold gets to the heart of why successful organizations and individuals often go into a tail-spin, and how this can be avoided. His thorough reviews of specific companies we all know make this a very useful book, and I highly recommend it."
- Indra K. Nooyi, Chairperson & CEO, PepsiCo, Inc.
The Fiefdom Syndrome
"Turf wars and bureaucracy can undermine even the strongest corporate strategies. Drawing on lessons learned throughout his distinguished career, Bob describes innovative and practical ways to tackle this pervasive problem."
- Bill Gates, Co-Founder, Microsoft Corporation and Co-Founder, Bill & Melinda Gates FoundationClick here to learn more about these books
Bob's Gutsy Leadership Blog
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Bob regularly writes blog posts and articles with his areas of focus being leadership, organizational effectiveness. Below you will find the titles and hot-links of his most recent efforts:
The current Morgan Stanley CEO took his job in 2010. The company was struggling badly coming out of the 2008 recession, during which Morgan Stanley’s share price had sunk to $14. After taking a year to fully understand the nature of the business, he announced in early 2012 that “the path we are on is simply not sustainable.” He went to work by first axing Morgan Stanley’s proprietary trading desks and shrank its bond trading operations, the source of repeated blunders. He sold an oil tanker fleet and a half-finished casino, remnants of a freewheeling culture that once ruled Wall Street.
I recently read a summary of a study on the “unstoppable power of leaderless organizations.” It was authored by two academics that wrote it in a style that suggested they believe they should be put on a pedestal for this astounding work. The report sings the praises of “starfish-like” organizational structures that are totally decentralized and completely dependent on peer-to-peer relationships. They claimed this inherent flexibility would lead to a big positive impact on the management of projects and the discovery of knowledge.
