Managing for Both Bottom and Top Line Performance Stanford Executive Brief with Jeff Rodek
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- Ways to ensure that your employees understand how customer satisfaction drives the numbers.
- Bad news doesn't get better with age: why an open-door policy only works if people are willing to walk in the door.
- How your people, processes and technology drive execution.
Managers have spent the past few years in a bunker mentality, ruled by cost-cutting and bottom-line retrenchment. Now that headcount and expenses have been cut to the bone, attention to the top line must once again reign supreme. The future will be unforgiving if you don't know where to focus for maximum performance, and growth will be necessary for survival. Paradoxically, the secret is to draw on the old-fashioned values of hiring the right people, training, communicating, and motivating. As Rodek explains, your goal must be a company-wide commitment to teamwork and accountability, with a focus on the customer, and a common belief that profit is the only effective test of performance.
Jeff Rodek has been Executive Chairman of the Board of Hyperion since July 2004. He served as Chairman of the Board and CEO of the company from October 1999 to July 2004, and has been a director of the company since January 1998. Previously, Rodek was president and COO of Ingram Micro, Inc. after 16 years at Federal Express Corp. He holds a bachelor's degree in mechanical engineering and a master's degree in business administration from Ohio State University.