Harvard Business Review

APRIL 30, 2013

Between 2002 and 2012, the shareholder return of the average airline company rose an uninspiring 5.6% Worst of all were computers and peripherals companies, with a 3% average annual return — barely the rate of inflation in many parts of the world. Second, top-quartile companies operate more profitably than other companies.

TSR 8

TSR Industry Company Airlines 8

Harvard Business Review

SEPTEMBER 26, 2011

In fact, I see at least six ways in which your organization, whatever it is, is like the 2002 A's, who won 20 games in a row and made the playoffs—though not the 2002 World Series —despite a very low payroll. But the A's didn't win the World Series in 2002, or any year since. Analytics alone can't carry the day.

Company 13

Company Supply Chain Competitive Advantage Film 13

Harvard Business Review

MAY 18, 2017

companies are facing pressure to meet earnings expectations, and research indicates that meeting analyst forecasts is a more important benchmark than meeting the prior year’s earnings or avoiding losses. Do workplace injuries occur more commonly in companies that are facing increased pressure to meet earnings expectations?

Benchmarking 8

Benchmarking Company Short-term Insurance 8

Harvard Business Review

OCTOBER 15, 2014

The US-based company used to be a diversified industrial group, with activities in all types of glass, chemicals, paints, optical materials, and biomedical systems. Pulling off a core shift takes many years, if not a decade, as PPG and other companies have shown. Allow time and persevere. A core shift takes time for several reasons.

Company 11

Company Chemicals Short-term How To 11

Harvard Business Review

MARCH 11, 2015

In 2009, Wilson was part of a Wall Street team that the Obama administration hired to structure the bailout of GM, after the company, once the world’s largest automobile producer, sustained over $88 billion in losses in the previous four years. Their only purpose is to give manipulative boosts to GM’s stock price.

Hedge 8

Hedge Company Automotive Restructuring 8

Harvard Business Review

NOVEMBER 19, 2015

In today’s dynamic business environment, leaders of large established companies need more than ever to run and reinvent the business at the same time. Companies in the success trap over-exploit their current business models and fail to renew or grow future growth options. Our research shows that U.S. points p.a.,

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

MARCH 28, 2012

This ongoing struggle raises an issue that is endemic in such acquisitions: In search of innovation, big companies often buy other companies whose most innovative days are almost at an end. An acquirer looking for innovation would have been likelier to try to buy Gateway, a company that is almost an after-thought now.

Innovation 13

Innovation Company Biotechnology CFO 13

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. So, during GE’s long and steep decline, where was the company’s board of directors? HBR Staff/YASUYOSHI CHIBA/Getty Images.

Committee 8

Committee Welch Finance Participative 8

Marshall Goldsmith

SEPTEMBER 16, 2013

This is not fair to my client, to the company or to me. The people who I am coaching are all CEOs or potential CEOs, and the company is making a real investment in their development. However, at lower levels in the organization (that are more price sensitive), traditional 360? 4) Pick something to improve yourself. Goldsmith, V.

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Harvard Business Review

MAY 29, 2012

As the Harvard Business School's Michael Jensen put the argument in a 2002 article , "Any organization must have a single-valued objective as a precursor to purposeful or rational behavior. To many, the obvious candidate for measuring corporate performance is share price. In effect it leaves the manager with no objective.".

Short-term 14

Short-term Long-term Objective Customer Loyalty 14

Harvard Business Review

JUNE 18, 2018

Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. companies over the period from 1993 to 2011, asking the following question: Is there systematic evidence that overconfident CEOs are indeed better leaders? Most of us think of overconfidence as a bad thing.

Stephenson 10

Stephenson Kahneman CEO Commitment 10

Harvard Business Review

AUGUST 17, 2012

There is, however, a big barrier standing in the way of the movement's triumph, Nocera writes: Measuring chief executives on the basis of their companies' stock prices is easy to understand — that was always part of its appeal. Over shorter periods, though, stock price movements usually convey more noise than signal.

Short-term 13

Short-term Collins Bottom-up Long-term 13

Harvard Business Review

AUGUST 22, 2011

But it was an inevitable consequence of the value chain strategy that the company pursued in a highly constrained innovation space — one in which the hardware platform is defined by Intel and the software experience is defined by Microsoft. This constrained innovation space is a direct result of Intel's commoditization strategy.

Long-term 14

Long-term Software Retail Innovation 14

Harvard Business Review

AUGUST 29, 2011

And what did they mean for the early days of the Ford Motor Company, and by extension, for entrepreneurs looking to learn about how to innovate? The Ford Motor Company did introduce a closed-body Model T, and did so without significantly altering its open-body design, which most observers at the time felt amounted to a reluctant afterthought.

Innovation 16

Innovation Mass Marketing Price Market Segmentation 16

Harvard Business Review

OCTOBER 1, 2014

The success of the Indian Space Research Organization (ISRO) in placing the Mangalyaan satellite into orbit around Mars last week has three important lessons for companies about winning in emerging markets: big ambitions are critical, constraints can be liberating, and India can be an R&D powerhouse. Mangalyaan is not an isolated example.

Innovation 9

Innovation Constraint Engineering Automotive 9

Harvard Business Review

AUGUST 28, 2018

Product expansion is often used as a path to growth, but it can have unintended consequences for other aspects of the business — including the customer experience central to the company’s value proposition. The company had been a star of the dot-com boom, eventually selling to eBay in 2002 for $1.5

Productivity 8

Productivity Products Decentralization Resistance 8

Harvard Business Review

SEPTEMBER 28, 2012

About 7 percent of the population wore eyeglasses in 2002, while whopping 65 percent of those in need did not have them. As one of the world's largest lens manufacturers, with 30 percent global share of the lens industry, the company had special reason to consider the enormity of India's eyesight problems.

Constraint 15

Constraint Marketing Travel Innovation 15

Harvard Business Review

APRIL 25, 2013

A surge in exports of Chinese panels depressed world prices by 75%. In 2012, China''s top six solar companies had debt ratios of over 80%. Our research showed that without subsidies, these companies would be bankrupt. Production mostly came from small companies that possessed no scale economies. or European Union.

Bond 8

Bond Price Industry Globalization 8

Harvard Business Review

JANUARY 14, 2015

Only a small percentage of companies will gain competitive advantage from SMACIT technologies. These investments included Nordstrom.com and a perpetual inventory system that allowed Nordstrom to offer a consistent multi-channel experience by 2002. What successful companies are doing right. Insight Center. Sponsored by Accenture.

Strategy 8

Strategy Competitive Advantage Business Model Technology 8

Harvard Business Review

OCTOBER 20, 2011

To get some empirically derived answers, we studied leaders of companies that grew to become great in highly uncertain, even chaotic, industries. Over the years, the CEOs of these companies faced massive technology disruptions, deep industry recessions, sudden collapses in demand, price wars, oil shocks — you name it.

Skills 15

Skills Leadership Airlines Long-term 15

Harvard Business Review

NOVEMBER 1, 2017

The company worked collaboratively with the CDC and was one the first three digital DPP providers that the agency recognized for meeting its evidence-based standards. This provides the company with an incentive to improve participants’ lifestyle habits and prevent diabetes.

Health Care 12

Health Care Participative Wireless Pharmaceuticals 12

Harvard Business Review

OCTOBER 25, 2013

A brand’s difference gives consumers an easy rationale for choosing it, and a ready justification for paying a price premium. Research by Millward Brown finds that brands with a meaningful difference command a price premium 13 percent higher than weaker category alternatives. The company spends virtually nothing on advertising.

Apparel 8

Apparel Brand Sports Advertising 8

Harvard Business Review

JANUARY 29, 2013

For example, the Association for Advancing Automation said in response that we "are missing the bigger picture" by not recognizing that American companies are "successfully implement[ing] automation technologies instead of going out of business or sending manufacturing overseas." Manufacturing employment decline is a global phenomenon.

Document 8

Document Technology Hotels Trends 8

Lead Change Blog

JANUARY 18, 2017

He got a job as the credit manager in his brother-in-law’s small farm implement company in a nearby town. But it had nothing to do with the price of the slice; it was about a customer-suggested idea for how to fund pizza for the homeless. His leadership stand cost our family most of our savings.

Banking 150

Banking Bottom-up Charisma Open-book 150

Harvard Business Review

JUNE 20, 2017

Data is now the critical tool for managing many corporate functions, including marketing, pricing, supply chain, operations, and more. Analytics are critical to companies’ performance. But is the pendulum starting to swing too far? Insight Center. Putting Data to Work. Sponsored by Accenture.

Management 8

Management Supply Chain Tools Article 8

Harvard Business Review

JULY 18, 2017

Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. So, if the company misses its quarterly earnings target, they sell their shares. Some companies take matters into their own hands.

Short-term 8

Short-term Intangible Assets Hedge Long-term 8

Harvard Business Review

OCTOBER 4, 2011

Yet when I perform in public, the feedback is, shall we say, more varied (especially when it's fueled by half-price bottles of Pabst Blue Ribbon). You might think that companies spending millions of advertising dollars each year would seek a similar process for honing their messages. Everything seems hilarious and insightful.

Advertising 12

Advertising How To Media Outsourcing 12

Harvard Business Review

AUGUST 10, 2012

To boot, the company was losing roughly $1 million a day, thanks to cumbersome processes and enormous overhead, as well as unwise acquisitions. Many of the problems Aetna faced were attributed to its culture — especially its reverence for the company's 150-year history. This time, however, they were in for a surprise.

Health Care 14

Health Care Restructuring Resistance Long-term 14

Harvard Business Review

AUGUST 8, 2013

Ezra Klein and Evan Soltas of the Washington Post write , "In particular, [labor force entry has] suffered among women — and it''s really suffered among young women — who are a lot less likely to enter the labor force than they were in 2002 and 2003.". The question is: why?

Education 9

Education GDP Report Participative 9

Harvard Business Review

APRIL 3, 2012

The argument for the legislation is that the number of companies going public has fallen dramatically over the past decade, and the cost of complying with disclosure rules, especially those imposed by the Sarbanes-Oxley Act of 2002, is part of the problem. Yet I doubt it does much of anything to protect the most gullible investors.

IPO 11

IPO Conflict of Interest Information Marketing 11

Harvard Business Review

MAY 1, 2013

And they will then decide whether they are peer production processes or whether they are price-incentivized systems. While it is possible that there will be a price-based player there, I predict that the major systems will be primarily peer-based. Carr said that was a good idea, but the term should really be ten years, or maybe five.

Cooper 8

Cooper Media Price Survey 8

Harvard Business Review

NOVEMBER 24, 2010

Let's take another example: AT&T's acquisition of cable companies TCI, MediaOne and Cablevision (Boston only) for approximately $130 billion in 1999-2000 and its subsequent sale of the resultant AT&T Broadband to Comcast for $44 billion in 2002. My objective is to clarify a fundamental logical fallacy, so I will forge onward.

Strategy 15

Strategy Construction Motivation Incentives 15

Harvard Business Review

OCTOBER 15, 2012

When PARC became a for-profit subsidiary of Xerox to practice open innovation in 2002, Henry Chesbrough had not yet published his book Open Innovation and the concept was not well understood. In its simplest from, an "option" is the right to buy or sell something at a certain price within a certain period of time. There's a solution.

Innovation 8

Innovation Execution Net Present Value Open-book 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

MAY 30, 2013

At 74% of the 1,471 companies that have voted so far in 2013, according to Equilar''s say-on-pay tracker , the "yes" percentage exceeded 90%. Only 31 companies (2%) have gotten sub-50% no-confidence votes in 2013. What shareholders have been saying, in overwhelming numbers, is yes! That''s up from 69% in 2012 and 2011.

Hedge 8

Hedge Asset Management Incentives Outsourcing 8

Harvard Business Review

OCTOBER 9, 2015

.” On the other side, noted economist and hedge fund adviser Larry Summers cautions that reforming “quarterly capitalism” would risk driving us toward “Japan’s keiretsu system, which insulated corporate management from share price pressure by tying large companies together.” years in 2002 to 7.2

Hedge 8

Hedge Short-term Long-term EPS 8

Harvard Business Review

SEPTEMBER 27, 2011

When I first read Moneyball: The Art of Winning An Unfair Game (the book that inspired the movie that opened this past weekend), I was struck by the similarities of the challenges that General Manager Billy Beane faced in 2002 to those that business employers face as they try to achieve the best returns on their talent investments.

Competitive Advantage 12

Competitive Advantage Budgeting Construction Open-book 12