Harvard Business Review

SEPTEMBER 17, 2018

More than half that reached the top quintile in terms of economic profit generation between 2001 and 2005 had been knocked off their perch a decade later, in 2010-15. A survey we conducted of companies in seven countries also brought its share of surprises.

Depreciation 8

Depreciation Long-term Short-term GDP 8

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. billion in mining projects since 2010. ” Improving risk management. Fostering innovation.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. Survey after survey reveals that the vast majority of employees are not engaged in what they do.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Strategy Driven

JANUARY 24, 2011

What did 2010 look like for you and your company? We found that 49 percent of the leaders surveyed in the study reported a gap between their organization’s ability to formulate and communicate a vision and strategy and its ability to deliver results. Did you struggle to regain your post-recession footing? Are financials on track?

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

NOVEMBER 23, 2011

That's a concern for many companies, as a recent McKinsey survey highlights. In 2010, 20% of China's urban consumers spent more money than they did the previous year because they were first-time buyers; that figure dropped to just 5% in 2011, according to our survey. By 2010, its revenues had tripled to around $4.5

Productivity 15

Productivity Products McKinsey Survey 15

Harvard Business Review

FEBRUARY 3, 2016

Census Bureau and our colleagues Nick Bloom of Stanford and John van Reenen of the London School of Economics to design and field a large-scale survey to pursue these questions in the U.S. The survey targeted a representative group of roughly 50,000 American manufacturing establishments. manufacturing sector.

Supply Chain 8

Supply Chain Technology Objective Survey 8

Harvard Business Review

FEBRUARY 24, 2017

In a recent survey , 70% of respondents said that CEOs focus too much on short-term financial results, and nearly 60% said that they don’t focus enough on positive long-term impact. Mark Bertolini, CEO of Aetna, began his tenure, in 2010, by lowering targets by over one-third, in a single bold move.

CEO 9

CEO Short-term Long-term EPS 9