FTi New https://fti-corp.com Official Web Site Fri, 22 Nov 2024 00:03:46 +0000 en-US hourly 1 https://wordpress.org/?v=6.7.1 https://fti-corp.com/wp-content/uploads/logo/favicon.png FTi New https://fti-corp.com 32 32 Hello world! https://fti-corp.com/hello-world/ https://fti-corp.com/hello-world/#comments Fri, 22 Nov 2024 00:03:46 +0000 https://fti-corp.com/?p=1 Welcome to WordPress. This is your first post. Edit or delete it, then start writing!

]]> https://fti-corp.com/hello-world/feed/ 1 Delivering What Consumers Really Value https://fti-corp.com/delivering-what-consumers-really-value-2/ https://fti-corp.com/delivering-what-consumers-really-value-2/#comments Thu, 01 Nov 2018 08:20:53 +0000 http://brainbizz.webgeniuslab.net/?p=203

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/delivering-what-consumers-really-value-2/feed/ 2 What Gets in the Way of Great Strategy? https://fti-corp.com/what-gets-in-the-way-of-great-strategy/ https://fti-corp.com/what-gets-in-the-way-of-great-strategy/#comments Thu, 01 Nov 2018 08:16:46 +0000 http://brainbizz.webgeniuslab.net/?p=183

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/what-gets-in-the-way-of-great-strategy/feed/ 2 When Sustainability Requires Dramatic Change https://fti-corp.com/when-sustainability-requires-dramatic-change/ https://fti-corp.com/when-sustainability-requires-dramatic-change/#comments Thu, 01 Nov 2018 08:15:18 +0000 http://brainbizz.webgeniuslab.net/?p=185

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to co-develop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/when-sustainability-requires-dramatic-change/feed/ 2 The Disappointing Reality of Sustainability Efforts https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts/ https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts/#comments Thu, 01 Nov 2018 08:14:34 +0000 http://brainbizz.webgeniuslab.net/?p=189

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts/feed/ 2 A New Age for Trade and Supply Chain Finance https://fti-corp.com/a-new-age-for-trade-and-supply-chain-finance-2/ https://fti-corp.com/a-new-age-for-trade-and-supply-chain-finance-2/#comments Thu, 01 Nov 2018 08:13:15 +0000 http://brainbizz.webgeniuslab.net/?p=191

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/a-new-age-for-trade-and-supply-chain-finance-2/feed/ 2 The Disappointing Reality of Sustainability Efforts https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts-2/ https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts-2/#comments Thu, 01 Nov 2018 08:12:25 +0000 http://brainbizz.webgeniuslab.net/?p=194

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/the-disappointing-reality-of-sustainability-efforts-2/feed/ 2 Getting Teamwork Right at the Top https://fti-corp.com/getting-teamwork-right-at-the-top/ https://fti-corp.com/getting-teamwork-right-at-the-top/#comments Thu, 01 Nov 2018 08:01:10 +0000 http://brainbizz.webgeniuslab.net/?p=196

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/getting-teamwork-right-at-the-top/feed/ 2 You’re Still Not Using These Digital Finance Tools? https://fti-corp.com/youre-still-not-using-these-digital-finance-tools/ https://fti-corp.com/youre-still-not-using-these-digital-finance-tools/#comments Wed, 31 Oct 2018 15:00:29 +0000 http://brainbizz.webgeniuslab.net/?p=130

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/youre-still-not-using-these-digital-finance-tools/feed/ 2 How Digital Improves Management Systems in Oil https://fti-corp.com/how-digital-improves-management-systems-in-oil/ https://fti-corp.com/how-digital-improves-management-systems-in-oil/#comments Wed, 31 Oct 2018 14:59:26 +0000 http://brainbizz.webgeniuslab.net/?p=126

Senior leadership teams frequently fall into a pattern of focusing on the day’s urgent business problems. Board requests, routine meetings, vendor issues, compliance deviations and unexpected HR problems are all routine for the C-suite. a new product to market. Her procurement team not only identified the emerging technology, it developed an innovative partnership agreement with two suppliers to codevelop it. It all began six months earlier, when a business unit leader invited the CPO to brainstorm with his team on how to get a new product to market rapidly.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

SAM WALTON

Many teams perform well on some of those traits, but few perform strongly on all four. Executive teams that make time to talk about previously undiscussable topics, including ideas seen as above criticism as well as strained relationships, can bring attention to their shortcomings and accelerate overall results.

Those Four Traits:

  1. Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
  2. Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
  3. Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
  4. Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.

]]> https://fti-corp.com/how-digital-improves-management-systems-in-oil/feed/ 2