Harvard Business Review

AUGUST 5, 2011

In 2002 Norman Bodek , "the godfather of Lean ," came to Technicolor's Michigan facility to teach its leaders about how to implement a front-line suggestion process. But there wasn't much activity until six months later when Mike Karol, vice president of operations, told his managers to make it their responsibility. Their answer?

Process 14

Process How To Attrition Operations 14

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. Directness. When the U.S.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JANUARY 10, 2012

Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. Prior to 2002, when Sam Palmisano became CEO, IBM had a series of feuding fiefdoms — 170 country units — each with its own policies, procedures, and processes.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

FEBRUARY 24, 2012

Seed-stage financing for technology start-ups fell from 16% of total annual private equity investment in 1995 to just 1% in 2002 and recovered to only 4% in 2011, according to data compiled by PriceWaterhouseCoopers and the National Venture Capital Association. Existing investors and new investors contributed another $1 million.

Finance 10

Finance Due Diligence Contract Manufacturing Supply Chain 10

Harvard Business Review

JULY 26, 2018

How companies are using artificial intelligence in their business operations. But there is a pattern among these critics, which is that they rarely ask how well the systems they analyze would operate without algorithms.

Learning-by-Doing 8

Learning-by-Doing Policies Finance Follow-up 8

Harvard Business Review

JANUARY 9, 2014

From 2002 to 2012, the impact of individuals’ task performance on unit profitability companywide decreased, on average, from 78% to 51%. The key difference is the degree to which reps have taken advantage of new technology (largely built into their CRM system) to share and learn from one another. Culture That Drives Performance.

Team 10

Team Metrics Compliance Attrition 10

Ask Atma

MAY 20, 2012

2010), and even looking into the impact of facial features (DeBruine, Lisa, 2002). If you mange organizational structure, technology, and expectations with conscious attention to the sharing of knowledge, a knowledge sharing environment will emerge easily. 5) Operational Transparency -. Transparency is organizational honesty.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

AUGUST 10, 2016

On August 1 Uber announced that it is selling its Chinese brand and operations to Didi Chuxing for $1 billion, its annual burn rate in that market, in exchange for a 20% stake in the local competitor. While technology has greatly expanded the potential for global connectivity, policies matter too and can override it.

Network Economy 8

Network Economy Globalization Discount Constraint 8

Harvard Business Review

NOVEMBER 1, 2017

While the in-person DPPs were largely successful in reducing disease risk and incidence, Duffy and James recognized that there was substantial opportunity to better scale the DPP and make it more accessible and personalized by using technology. Design the service for the patient.

Health Care 12

Health Care Participative Wireless Pharmaceuticals 12

Harvard Business Review

OCTOBER 1, 2014

ISRO used indigenous components and technologies that are far cheaper than foreign imports. Companies based in developed economies can learn much from the Mars mission about competing and operating in emerging markets: Create an audacious, inspiring goal. ISRO’s success is best characterized as frugal engineering.

Innovation 9

Innovation Constraint Engineering Automotive 9

Harvard Business Review

OCTOBER 20, 2011

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. Because our observation period was from the 1970s to 2002, we do not claim that these companies will continue to outperform in perpetuity.

Skills 15

Skills Leadership Airlines Long-term 15

Harvard Business Review

APRIL 25, 2013

This news followed the bankruptcy in March of Wuxi Suntech , the main operating subsidiary of the world''s largest maker of solar panels, after it defaulted on a $541 million bond payment. imports of technologically-advanced products from China grew by 16.5% In parallel, from 2004 to 2011, U.S. percent annually, while similar U.S.

Bond 8

Bond Price Industry Globalization 8

Harvard Business Review

MARCH 28, 2012

billion to acquire the webOS operating system, Hewlett-Packard discontinued its webOS-based series of smartphones and line of Touchpad tablets — losing its bet on a webOS-everywhere future. The technology world has some harrowing examples that no innovation-based industry should ever forget. By answering these five questions: 1.

Innovation 13

Innovation Company Biotechnology CFO 13

Harvard Business Review

AUGUST 6, 2014

The number of internet users in China stood at roughly 5 million in 1999 but grew to 40 million in 2002, by which time it was clear that Yahoo was not getting the traction that local Chinese internet companies were seeing. search engine company Inktomi in 2002. Not surprisingly, this didn’t sit well with the local team.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

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. This movement is being further fueled by the promise of artificial intelligence and machine learning, and by the ease of collecting and storing data about every facet of our daily lives.

Management 8

Management Supply Chain Tools Article 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. Among these large firms, it’s especially true of the older ones.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

OCTOBER 15, 2014

For example, it took Umicore, a global materials technology group, five years (2002–2007) to lay the basis for its transformation from a commodity supplier of base metals into a premium provider of emission control catalysts, rechargeable battery materials and other value-added solutions. Allow time and persevere.

Company 11

Company Chemicals Short-term How To 11

Harvard Business Review

MAY 10, 2016

This idea has led to regulation such as the Sarbanes-Oxley Act (2002), as well as requirements by the NYSE and NASDAQ that boards have a majority of independent directors and that members on the audit committee have financial expertise. Most boards have strong cultures that promote deference to the CEO.

Company 8

Company Committee CEO Chemicals 8

Strategy Driven

OCTOBER 11, 2013

Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. K-Mart closed 617 of its under-performing department stores and filed for Chapter 11 bankruptcy reorganization in 2002. Computer activity constitutes less than 1% of the technology picture. In 1999, the U.S.

Crisis 58

Crisis Crisis Management Retail Budgeting 58

Harvard Business Review

JANUARY 20, 2012

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). Palmisano became leader of a great company that had stumbled badly in the 1980s and had been returned to health in the 1990's by Lou Gerstner.

Software 15

Software Outsourcing Committee Consultative 15

Harvard Business Review

NOVEMBER 7, 2013

The shutdown will be completed by early 2014, bringing to a close a dramatic story of rise and fall at the hands of disruptive technological innovation, or what we have called “ big bang disruption.” At its peak, the company operated 10,000 stores. As recently as 2002, the company had a market value of $5 billion.

Disruptive Innovation 8

Disruptive Innovation Intangible Assets Retail Innovation 8

Harvard Business Review

SEPTEMBER 8, 2014

The 2002 movie Minority Report told the story of a future in which law enforcement could tell who would commit crimes in the future. It’s now done by economists, data engineers, IT operatives, and anyone who has access to the data. Human resources Information & technology Talent management' Learn from Your Analytics Failures.

Succession 10

Succession Human Resources Information Technology Software 10

Harvard Business Review

MARCH 31, 2016

Studying these successes and failures, we’ve identified half a dozen key reasons platforms fail, all of which boil down to managers’ misunderstanding of how platforms operate and compete. Conceding defeat in 2002, eBay bought PayPal for $1.4 billion and phased out Billpoint a year later.

Participative 8

Participative Software Market Penetration Marketing 8

Harvard Business Review

OCTOBER 10, 2018

After breaking even in 2002, net profits continued to rise, to 3.8 Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. ” But best practices can turn bad , as a result of changing market conditions, customer demands, or progressing technology.

Banking 8

Banking Industry Bottom-up Resistance 8

Tanveer Naseer

NOVEMBER 26, 2013

In some ways it’s only natural that we see an increase in discussions on potential challenges for organizations in operating under a multi-generational workforce. And that is the issue of how to effectively manage a multi-generational workforce. 3) Finegold D., Mohrman S. & & Spreitzer G.M. 4) Conger J.A. Kolb D.A. &

P&L 243

P&L Fraser Motivation Organizational Behavior 243

N2Growth Blog

SEPTEMBER 29, 2010

As someone who has worked with managers at all levels since 2002, coaching, mentoring, guiding, providing advice, facilitating conversations, creating space for reflection. I find this especially true when coaches work with executives in operations. That workshop in coaching skills is a long way from the world of the factory floor.

Blog 322

Blog Mentor Advice Brand 322

Harvard Business Review

NOVEMBER 19, 2018

And academic research has found that rising industry concentration correlates with the patent-intensity of an industry, suggesting “that the industries becoming more concentrated are those with faster technological progress.” ” Carr distinguished between proprietary technologies and “infrastructural” ones.

Software 8

Software Company Competitive Advantage Henderson 8

Harvard Business Review

DECEMBER 4, 2018

While all of those perspectives are relevant, the most revealing aspect of GM’s announcement may well be what the layoffs say about broader technology trends. The mean digitalization score of workers in the advanced manufacturing sector, of which auto is a part, surged 60%, from 24 to 39 since 2002. What should be done instead?

Industry 8

Industry Technology Engineering Automotive 8

Harvard Business Review

OCTOBER 10, 2016

The very idea of leading people in jobs is changing with the democratization of work and the continued advance of digital technology. Digital technology is increasing the complexity and options associated with this plurality of work. employees, customers, free agents, communities we operate in) and so much more.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

Strategy Driven

MARCH 11, 2011

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. Technology companies must now learn the lessons that steady-growth companies in other industries absorbed.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57