Harvard Business Review

AUGUST 5, 2011

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. In 2003, the first year of the program, 5,000 ideas were volunteered. And the Michigan operations received awards from their parent company for this program.

Process 13

Process How To Attrition Operations 13

Harvard Business Review

MAY 19, 2011

ValuesJam in 2003 gave IBM's workforce the opportunity to redefine the firm's core values for the first time in nearly 100 years. Suggestions ranged from streamlining operational processes, saving thousands of hours annually, to simplifying financial and sales processes across business units.

Process 15

Process Press Release Automotive Globalization 15

Harvard Business Review

OCTOBER 31, 2017

I predicted there would be increasing intensity around the rights of certain employees in my 2003 HBR article with Mihnea C. This force was the uniquely talented individual, without whom business could not operate. Moldoveanu: “ Capital Versus Talent: The Battle That’s Reshaping Business.

Rogers 8

Rogers Class Talent Management Outsourcing 8

Harvard Business Review

JANUARY 7, 2011

Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% These companies kept top-management attention on critical processes and KPIs. And they succeeded wildly. from 2004 to 2007.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

NOVEMBER 19, 2018

In 2003, then-HBR-editor Nick Carr wrote an article (and later a book) titled “IT Doesn’t Matter.” Walmart is the country’s largest employer and largest company by revenue and it reached that position through an operating model made possible by proprietary logistics software. IT Does Matter.

Software 8

Software Company Competitive Advantage Henderson 8

Harvard Business Review

AUGUST 6, 2014

In November 2003, after due diligence, we announced our agreement to purchase 3721 for $120 million. By mid-2004, however, the operation was mired in conflict over control and differences in management style. In the media and internet industries, it turns out to be very important when operating in China.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

SEPTEMBER 8, 2016

From 1993 to 2003, according to the company’s current CEO, Knudstorp, the Lego Group lost value at an average rate of 300,000 euros per day. Since Knudstorp took over, Lego’s revenues have increased by 400%, and its operating profit margin has increased from -21% to 34%. The company was in free fall.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

MAY 28, 2015

So I reached out to Brandon Webb, an innovative SEAL trainer/educator, and CEO of Force12 Media for real-world perspective on what industry could learn from a special operations sensibility. A member of Seal Team 3, Webb became the Naval Special Warfare Command Sniper Course Manager in 2003. This was a precarious time.

Training 8

Training Education Incentives Leadership 8