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Over the last decade or so, there has been an increased focus and debate on gender diversity of top executives and managers of corporations. This was caused mainly by the low proportion of women reaching top positions (Grant Thornton, 2009), despite the proved positive effect of gender diversity on organizational performance (Smith et al, 2005).
Small and medium-sized enterprises (SMEs) have particular characteristics (such as limited resources, strong personal influence of the owner-manager etc.) that make the management of their operations and strategy different from those of large corporations. Oftentimes strategy is not that well-articulated, processes are not that configured and there are not so many standards and management procedures.
The latest IBM 2010 – Global CFO study, based on input from more than 1,900 Chief Financial Officers (CFOs) and senior Finance leaders worldwide brings new and valuable insights regarding the financial effectiveness and performance of organizations.
Professional Services have some particularities that make them different from commercial activities in many respects, such as:
Marketing has been for some time one of the core organizational functions. Especially in today’s competitive global economy, the marketing capability is vital for success. As a result, Marketing Performance Management is gaining importance on marketers’ agendas, from both improvement and accountability perspectives.
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