Harvard Business Review

JANUARY 8, 2015

The chart may appear to show merely that Cisco’s patent filings lagged its R&D spending by three years, but in fact the decline in spending and the rise in patents were part and parcel of a deliberate strategic shift by the company in 2001. So what was going on?

Innovation 8

Innovation Parcell Wireless Competitive Advantage 8

Harvard Business Review

OCTOBER 20, 2016

But if the purpose of the company is its long-term survival, then one could make the argument that he was a failure as CEO, as he optimized short-term gains by squandering long-term opportunities. Great short-term gains but long-term prospects that are far less compelling. The result?

CEO 8

CEO Supply Chain Long-term Short-term 8

Harvard Business Review

OCTOBER 30, 2017

Over a period of years, every GE senior manager would learn the lean startup methodology, and GE would be the showcase for how modern companies use entrepreneurial management to transform culture and drive long-term growth. Innovation at GE was on a roll. Are lean innovation and the startup way a failure in large companies?

Ries 8

Ries Long-term Short-term Price 8

Ask Atma

SEPTEMBER 13, 2012

Short-term adaptability and rapid response strengthen long-term planning. Using the concept of controlled chaos it is possible to increase efficiency and innovation. Consider this statement of values from the original authors of the agile manifesto (Beedle, et al; 2001): I.

Agility 71

Agility Project Software Short-term 71

Harvard Business Review

SEPTEMBER 17, 2018

Development economists over the ages have puzzled about why some emerging economies perform much better than others over the long term. The short answer we find from our research is: No. While our research found that firm-level innovation is high, we also note that policy plays an important role. Max Mumby/Indigo/Getty Images.

Depreciation 8

Depreciation Long-term Short-term GDP 8

Harvard Business Review

JULY 17, 2018

During Jeff Immelt’s tenure as CEO of General Electric, from 2001 until 2017, the company’s stock price fell by over 30%, a decline of roughly $150 billion in shareholder value. When Jack Welch stepped down as CEO in 2001, GE’s defined benefit (DB) plan was sitting on a surplus of $14.6

Committee 8

Committee Welch Finance Participative 8

Skip Prichard

JULY 19, 2021

After graduating from Princeton in 2001, Donovan Campbell wanted to give back to his country, engage in the world, and learn to lead. The term “paradigm shift” is a well-worn term. Overlooking this practice results in missed opportunities to foster and encourage motivation, creativity, and innovation. Be proactive.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

Harvard Business Review

JANUARY 17, 2013

With increasing industry disruption, efficiency is fast becoming of secondary importance to innovation and agility. For example, in 2001, IBM set up a permanent transformation organization designed to anticipate and respond to the increasingly unpredictable changes in its markets. It's not just standardizing and streamlining.

Agility 8

Agility Process Long-term Short-term 8

Harvard Business Review

SEPTEMBER 27, 2011

There are some notable examples of CEOs with courage: In the days following September 11, 2001, Southwest Airlines did not follow its many competitors and lay off tens of thousands of people, thereby keeping intact its record of never having a layoff, or furlough, and building its market share. As former Procter & Gamble CEO A.

CEO 13

CEO Benchmarking Long-term Banking 13

Harvard Business Review

MAY 20, 2016

” In 2001 Schillinger landed a position in France at the vaccine maker. She moved to Boston in 2015 to focus on quality innovation. Feeling passionate, innovative, and committed are hallmarks of this mindset, as is having an outward-looking focus on serving the broader organization or key stakeholders. Purpose mindset.

Career 13

Career Short-term Human Resources Long-term 13

Harvard Business Review

JULY 2, 2015

For instance, ever since Goldman Sachs coined the term BRIC, China and India have pulled ahead of Brazil and Russia, whose growth fell below the group average between 2001 and 2013. Between 2001 and 2014, for instance, Mexico’s rank slipped from 35 to 53; Bangladesh’s from 65 to 130; and Nigeria’s from 94 to 147.

Marketing 8

Marketing Benchmarking Globalization Construction 8

Harvard Business Review

DECEMBER 13, 2017

Some argue that profits are stagnant because of short-termism—that decades of focusing on current profits over long-run innovativeness has resulted, now, in companies that are hollowed out. Below, I’ll expand further on these trends and explain how reversing them would reduce short-termism and revive growth.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

JANUARY 11, 2017

Looking at LVMH’s efforts, I’ll highlight three areas where I see great impact and innovation: managing carbon and energy, building a connection with customers around brand purpose, and working closely with suppliers. The most innovative part of LVMH’s carbon strategy is the use of an internal carbon fund.

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

JANUARY 25, 2011

In their piece, they observe the following: In the short term, however, the current team might actually outperform in the absence of its mercurial and stubborn mentor. In 2001, BusinessWeek published an article entitled "Sorry, Steve: Here's Why Apple Stores Won't Work." what would happen to Apple without Steve Jobs.

Competitive Advantage 13

Competitive Advantage Software Health Care Long-term 13

Harvard Business Review

SEPTEMBER 26, 2011

But HP is no longer a values-driven, family-like, innovation-oriented company that inspires commitment. A technology company without strong internal innovation capabilities is a company on the verge of disappearing. I studied IBM and HP (and your former company, eBay) for my 2001 book, Evolve. HP Invent is an empty slogan.

Tips 10

Tips CEO Software Drucker 10

Chart Your Course

JUNE 30, 2016

Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). The eight steps are: 1) Create Urgency, 2) Form a Powerful Coalition, 3) Create a Vision for Change, 4) Communicate the Vision, 5) Remove Obstacles, 6) Create Short-term Wins, 7) Build on the Change. By Jim Collins. By Peter F. By David Ulrich.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

OCTOBER 6, 2015

In a vacuum, a particular idea might work for a specific drug, but only if it focuses on isolated factors and ignores the long-term context of treatment, different types of treatment, and multiple (often subjective) aspects of value. It does not take a truly long-term view. I didn’t cherry-pick this example. A modest next step.

Price 8

Price Health Care Proposal Cost 8

Harvard Business Review

SEPTEMBER 4, 2015

Innovation is widely regarded as important to long-term business performance. So, to achieve higher performance, should company boards and investors choose CEOs with the expertise that would better qualify them to lead innovation? For the rest, we found that other factors besides innovation drove strong shareholder returns.

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Harvard Business Review

SEPTEMBER 21, 2011

When setting the ground rules for an innovation, you can describe it generally (find a game-changing way for people to clean their teeth) or in minute detail (create an abrasive cleanser that can be added to toothpaste to simulate that dentist-clean feeling after brushing at home). Abstract thinking is useful for early stages of innovation.

Word of Mouth Marketing 13

Word of Mouth Marketing Transportation Market Segmentation Advertising 13

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. But the article aimed higher, arguing that when corporate leaders invest with short-term results in mind, they put long-term performance at risk. That quality made him (arguably) the quintessential HBR author. Sound familiar?

Management 9

Management Balanced Scorecard NPV Article 9