Harvard Business Review

OCTOBER 31, 2012

If we're to actually get better at innovation, we need to understand the operating conditions that lead to it and move past the bigotry and biases. To do so, let's look at two distinguished firms side by side to see how innovation is entirely independent of size and more a function of different operating rules. Here's the bottom line.

Operations 15

Operations Innovation Industry CEO 15

Modern Servant Leader

JUNE 15, 2018

Larry Spears was the CEO of the Greenleaf Center for Servant-Leadership for nearly two decades. In fact, he was the CEO and president of the Greenleaf Center for Servant-Leadership for almost two decades and now runs the Spears Center for Servant-Leadership. Larry Spears. So, tell us a little about who Larry is and where you came from?

Greenleaf 100

Greenleaf Servant Leader Leadership Learning-by-Doing 100

Harvard Business Review

MARCH 6, 2014

Tom Falk, the CEO of Kimberly-Clark Corporation since 2002, talks about how the paper company is taking on environmental issues and has been practicing sustainability for 140 years. FALK : In 1996, I picked up responsibility for our Energy & Environment group. How do you decide which investments to make?

CEO 8

CEO Company Reputation Energy 8

Strategy Driven

FEBRUARY 4, 2011

As people see the events as having a direct effect on the economy and their livelihood, they take notice and follow the stories more thoroughly. Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. The term CEO has recently been held in disfavor.

Ethics 60

Ethics Cost Crisis Learning-by-Doing 60

Strategy Driven

MARCH 11, 2011

Thus, when Lay (CEO of Enron) was chairing a charity drive, Lay asked for 100% participation from the client’s firm, and the client reciprocated by edicting donations from his 200+ employees. This client was a prime example of a leading CEO who served his community, profession and firm well. Executives never stayed long.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57

Harvard Business Review

JANUARY 20, 2012

When Sam Palmisano retired as CEO of IBM on Dec. When Palmisano took over in early 2002, IBM had four main businesses each organized on a global basis: hardware, software, services (such as back-office outsourcing), and personal computers (PCs). In effect, service was productized, which showed up in the higher margins earned.

Software 15

Software Outsourcing Committee Consultative 15

Harvard Business Review

MARCH 2, 2012

As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. economy, expands America's global trade, and attracts foreign companies to base operations in the U.S. to take advantage of America's talented leaders.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

JANUARY 18, 2012

In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course. This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative. When the U.S.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JULY 27, 2016

Remember how Howard Schultz launched his renewed vision for Starbucks when he returned to the company as CEO in 2008? But after he read the first line, without cue, a vice president stood up and read the next, followed by another vice president, and another.

Company 8

Company Mission Statement Bond Retail 8

Harvard Business Review

AUGUST 12, 2013

Ackman''s short-selling campaign against vitamin distributor Herbalife has blown up in his face, with the company''s stock up more than 75% since he unveiled his position last December and some of his most prominent hedge fund competitors profiting from his misery. But he''s doing God''s work. Or at least the market''s.

Hedge 8

Hedge Short-term Long-term Finance 8

Harvard Business Review

OCTOBER 15, 2014

From our analysis of a number of core shifts and conversations with the CEOs who have undertaken them, we have drawn five keys to success: 1. Clear, open, and up-front communication about the company’s intention and the rationale thereof is essential to keep them motivated and prevent value destruction. Allow time and persevere.

Company 8

Company Chemicals Short-term How To 8

Harvard Business Review

JANUARY 15, 2018

°C, and most recipes are specified with up to 40 steps for a single component on a plate. Unlike test kitchens of large chains or FMCG products, the team would work in R&D during the winter and then resume restaurant operations during the summer.

Innovation 8

Innovation Project Creativity Open-book 8

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. Things hadn’t gone well up until that point. search engine company Inktomi in 2002.

Chief Financial Officer 8

Chief Financial Officer Operations Learning-by-Doing IPO 8

Harvard Business Review

NOVEMBER 19, 2015

This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations. points higher sales growth (including M&A) and also deliver higher long term total shareholder returns of up to 2.4%-points

Company 8

Company Succession Maturity Long-term 8