Harvard Business Review

MAY 2, 2013

Earlier this year, I received some lessons on what wins in frontier markets from former Coca Cola CEO Neville Isdell. Young markets need a long investment horizon," Neville told me. He''s a firm believer that many US firms struggle in frontier markets because they''re compelled to a short term view.

Long-term 8

Long-term Marketing Short-term Constraint 8

Harvard Business Review

AUGUST 6, 2014

At the time, though, we were just in search of a new approach to building a sustainable business in that critical but often difficult market. In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. Things hadn’t gone well up until that point.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

OCTOBER 15, 2018

While most of the private equity companies are private, a few like Blackstone Group, KKR, Carlyle Group, and Apollo Global Management are traded on stock exchanges. They therefore seek investors who understand their initial losses and can facilitate secondary rounds of funding when their operations grow.

Venture Capitalist 8

Venture Capitalist IPO Company Kleiner 8

Harvard Business Review

APRIL 25, 2011

Nokia's inability to field a credible response to the launch of the iPhone in 2007 and Google's Android operating system in 2008 has precipitated a freefall in its share price. Kearney as "the best-managed company in the world" — not so different from Apple today.

Supply Chain 16

Supply Chain Long-term Brand Early Adopters 16

Harvard Business Review

MARCH 18, 2016

That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012. While they might be good at cutting costs, they rarely knew enough to manage growth and innovation. Fields spent nearly a decade overseas learning how to compete with leaders in the industry in their markets.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

SEPTEMBER 21, 2012

If you're among the many multinational CEOs planning to appoint a local executive as your next country head in an emerging market such as Brazil, China, or India, you may want to think again. Knowing the market and possessing networks are important, but that's not all your company needs for success today.

Globalization 8

Globalization CEO Long-term Operations 8

Harvard Business Review

DECEMBER 22, 2014

America’s largest insurer, Allstate, announced plans to invest $1 billion in its India operations. At the same time Amway and L’Oreal thrived in the same market and personal care sales boomed across most of India. But it won’t be “India’s fault,” in our view. David Mulford, U.S.

Venture Capitalist 12

Venture Capitalist Price Marketing Learning-by-Doing 12

Harvard Business Review

JUNE 17, 2013

In both C suites and boardrooms, discussions about business performance usually center on topics like market momentum, M&A opportunities, capital management, and productivity enhancements. To align and motivate employees to work together, we eliminated all four centers and created one new streamlined operation in New Jersey.

Company 9

Company Compliance Long-term Short-term 9

Harvard Business Review

MARCH 17, 2011

After all, HSBC is not proposing to close its British operations. That, though, is a largely technical issue, because your nominal headquarters need not be your operational one. It probably wouldn't matter much if your operations were really evenly distributed across the world.

Banking 12

Banking Hedge Globalization Operations 12

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. These require sophisticated, sustainability-based management. This can disrupt a firm’s ability to operate on schedule and budget. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

APRIL 14, 2017

For example, our survey, which asked managers of 13 functions, from sales and marketing to procurement and finance, to indicate whether their departments were using AI in 63 core areas, found AI was used most frequently in detecting and fending off computer security intrusions in the IT department. Related Video.

Company 13

Company Survey Finance Engineering 13

Harvard Business Review

DECEMBER 22, 2010

As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty. The Nike Foundation also leans on its expertise in innovation and scale to find solutions to poverty, while keeping its operations separate from the business.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

JULY 1, 2011

Searching for an untapped market? In 2004, the BBC Symphony Orchestra gave a performance of the modern classic 4' 33" by John Cage , a composition famous for its counterintuitive focus on the sounds of music not being played. I sometimes ask the executives and managers I coach to do something similarly counterintuitive.

Public Relations 16

Public Relations Execution System Marketing 16

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). An example of strategic burnout can be found at Lego around 2004. The Gap Between Strategy and Execution. Sponsored by the Brightline Initiative.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

MAY 17, 2012

This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants. And they use it the way other companies use financial reports — to inform operational and investment decisions. In short, it is their primary management system.

Customer Loyalty 14

Customer Loyalty Loyalty CEO Intellectual Capital 14

Harvard Business Review

OCTOBER 21, 2013

The managers who express this idea in our simulated competitive games aren’t thinking of some simple shelving-units-on-wheels format – the kind of oversized salesman’s bag that’s been hauled out to prospects for decades. The social media channel was another source of feedback to help Cisco hone its marketing messages.

B2B 8

B2B B2C Education Travel 8

Harvard Business Review

FEBRUARY 9, 2011

Magazine profiles of very successful companies are endeavors of dubious value; they often manage to catch an organization just as it peaks and heads into decline, and the strengths they describe soon start looking more like liabilities. At the time Nokia was riding high, and my charge was to explain why that was so.

Team 14

Team Crisis Globalization Magazine 14

Harvard Business Review

SEPTEMBER 26, 2011

The stock market is short-term-oriented. Stock-based incentive compensation aligns the self-interest of management with shareholders, and a performance-based pay system increases employee motivation. In my experience, these beliefs have led managers and boards to take actions that have had unintended, destructive consequences.

CEO 15

CEO Short-term Long-term Restructuring 15

Harvard Business Review

DECEMBER 22, 2015

Instead, leaders of these companies excel at five unconventional acts — management practices that contradict conventional wisdom. They avoid getting trapped on a growth treadmill, chasing multiple market opportunities where they have no right to win. Operating as these companies do takes a lot of confidence.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

NOVEMBER 5, 2013

I’ve been involved with turnarounds for years, including observing and writing about the Red Sox 2004 World Series win that reversed many decades of being almost-rans. Forget bureaucrats, fancy lobbies, and marketing expense! Turnarounds operate on several time frames. Change management Leadership'

How To 9

How To Airlines Open-book CEO 9

In the CEO Afterlife

MARCH 18, 2015

This can mean expanding product lines, entering new markets and geographies, line extending brands, acquiring new businesses, creating projects, and adding layers of management to manage the self-created complexity. By 2004, sales and profits were in double digit declines. Complexity had brought LEGO to its knees.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

FEBRUARY 25, 2014

After five years, in 2004, Tickle was profitable with more than $20 million in revenue; it received an acquisition offer for $100 million, as well as IPO entreaties. The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

MAY 8, 2014

Operational meltdowns can devour a midsized company’s cash. Large companies rarely face this growth killer since most of them maintain deep cash reserves, have access to the financial markets, and possess the financial discipline to react long before a crash. economy (especially the real estate market) fell off the end of the table.

Crisis 8

Crisis CFO GAAP Banking 8

Harvard Business Review

AUGUST 15, 2011

The capitals of Europe empty out in August, traditionally because of the weather, but financial markets don't take a holiday, air-conditioning has eliminated the August rationale, and growth countries south of the equator, notably Brazil, keep on with their productive winter pace. Over-communication is better than simply disappearing.

Contingency Plans 17

Contingency Plans Sharpe Bond Planning 17

Harvard Business Review

OCTOBER 27, 2014

He is no Jim Simons , using his mathematical genius to outsmart the market in (to an outsider) incomprehensible ways. billion in 2013, making him the fifth highest-paid fund manager in the land. There is tons of evidence, much of it compiled by the formulator of the efficient market hypothesis, Eugene Fama , that value investing works.

Hedge 8

Hedge Venture Capitalist Letter Reputation 8

Harvard Business Review

MARCH 28, 2012

Here's a case in point: In 2004, my HBS colleague Gary Pisano and I conducted a project at a leading manufacturer of highly sophisticated production equipment for the electronics industry, which I'll call "Exotech." The project ran successfully for hardware development, and the project management tools worked exactly as expected.

Team 13

Team Software Project Tools 13

Harvard Business Review

JANUARY 14, 2015

But the truth is that, for the most part, they redefine minimum requirements for operating in a given industry — not advantages. Then, between 2004 and 2014, Nordstrom made an extraordinary series of investments, each aimed squarely at that same purpose of providing a fabulous customer experience. Insight Center.

Strategy 8

Strategy Competitive Advantage Business Model Technology 8

Harvard Business Review

APRIL 15, 2011

Every year since 1995, the Federal Communications Commission (FCC) has released a report on the state of competition in the wireless market. Or, if not, what negative effect its dubious conclusions might have on regulatory policy in wireless markets. If firms are not exercising market power, competition reigns.

Wireless 13

Wireless Report Price Analysis 13

Harvard Business Review

JUNE 22, 2015

For instance, the average transit times to move containers from the ports of Los Angeles and Long Beach to Chicago grew from 84 hours at the end of 2004 to 120 hours by early 2015. The Future of Operations. Insight Center. Sponsored by GE Corporate. The technologies and trends shaping tomorrow’s businesses.

Supply Chain 8

Supply Chain Crisis Transportation Tactics 8

Harvard Business Review

SEPTEMBER 27, 2012

Managers in these organizations translate corporate objectives into a few straightforward guidelines that help employees make on-the-spot decisions and adapt to constantly shifting environments, while keeping the big picture in mind. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

JULY 8, 2014

A few years ago one of the most vexing questions for marketing executives was whether big corporations were going to have to do what Bharti Airtel had done. Virtually everything except customer management and building the brand was left to partners. Then there’s the perennial difficulty of managing partnerships.

Technology 8

Technology Marketing Outsourcing Supply Chain 8

Harvard Business Review

FEBRUARY 3, 2015

By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. This article will show you how to reinvent your network, by managing these three critical dimensions.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

MAY 9, 2018

Mergers, acquisitions, and divestitures make up one of those variables, provided they average at least one deal per year in a program that cumulatively amounts to more than 30% of a company’s market capitalization over 10 years, with no single deal being more than 30% of market cap. Take marketing giant WPP.

CAGR 8

CAGR Due Diligence Industry Bottom-up 8

Harvard Business Review

JULY 12, 2011

The key is to manage your multiple partners and not let your relationships run wild. Their exclusive agreement had been launched in the go-go year of 2000, but by 2004 it had landed in court. PDF) But that would leave you out of the game for many new technologies and markets, where alliances are essential.

Management 12

Management Airlines How To Pharmaceuticals 12

Harvard Business Review

SEPTEMBER 8, 2016

Free fall is a crisis of obsolescence and decline that can happen at any point in a company’s life cycle, but most often it affects maturing incumbents whose business model has come under competitive attack from insurgents or is no longer viable in a changing market. Thiry immediately replaced most of the management team.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

DECEMBER 13, 2017

This has been a remarkable year for the markets. From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%. Decentralizing is a natural consequence of managing by numbers because it shifts R&D investment decisions to divisions, where R&D investment can be more readily linked to outcomes.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

APRIL 23, 2018

Since the Apollo program, NASA has faced funding cuts, competition from other nations for space leadership, and a radical restructuring of its operating environment due to the emergence of commercial space – all of which have forced the organization to change its ways of thinking and operating.

Budgeting 8

Budgeting Technology Innovation Operations 8