About: Bob Herbold

Recent Posts by Bob Herbold

Delta Airlines: A Great Turnaround Example

It is not much fun to be a part of an organization that is at best treading water with no clear roadmap to break out and get on an exciting path of progress. That certainly was the case for employees of Delta Airlines when the company filed bankruptcy in 2005.

N.Y. Yankees Fire Manager – Learn from His Mistakes

The New York Yankees baseball team had a great year in 2017. Given that several of their starting players were very young, they were not predicted to make the playoffs, but to show big promise for the future. Instead they not only made the playoffs, but came within one game of going to the World Series. So…why would the Yankees manager of the past ten years, which included a World Series championship, be fired after the end of a very successful 2017? The General Manager of the Yankees answered that question directly: “he simply could not connect and communicate well with the players.”

Retailers: Most are Lethargic Road-Kill!

It’s amazing to see many of the major retailers simply stand by and watch their business atrophy. On the other hand, there are a few that work hard to get out in front of the key trends/changes impacting retailers. Best Buy is an amazing example of doing exactly that. While facing bankruptcy in early 2013, with its stock price down to $11.80, it watched its competitors such as CompUSA, Circuit City and Radio Shack fall by the wayside.

Learn from Amazon: Talent Is Critical

Amazon is paranoid about hiring and developing top talent! For example, it has hired 97 MBA’s from MIT over the past 5 years, more than twice any other tech company. Stepping back, given the amazing speed of change in most industries today, it is clear that having top talent is a necessity. Hence, the subject of spotting such individuals at a very early stage and acquiring that talent for your organization should be a very high priority task.

GE Leadership: Seduced by Success

Seventeen years ago, in November 2000, GE named a new CEO. GE had just completed a highly successful ten-year period where the stock price went from $5/share to $55/share. The person who got the job was highly regarded by everyone, and given the enormous success of GE, he was obviously very positive and confident about the future.

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