Harvard Business Review

NOVEMBER 2, 2017

In 2006 alone, Nokia introduced 39 new mobile-device models. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Few imagined that this juggernaut, brandishing vast resources with such steely determination, could be quickly brought down. In retrospect, it seems inevitable.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

MAY 18, 2015

This means identifying risks and opportunities early enough to allow the company to adapt its strategy or in extreme cases, change it. Looking at the market dynamic between Airbus, Boeing, GE, and Rolls Royce led to P&W deploying a breakthrough strategy for their new Geared Turbofan (GTF) engine.

Competitive Intelligence 8

Competitive Intelligence Agility Workshop Definition 8

Harvard Business Review

JULY 25, 2016

The first installment had been written in 2006. It outlined Tesla’s automotive strategy and it has been pretty much followed to the letter. Its strategy of coming into the market from the high end did not fit the typical demand-side disruption playbook.

Strategy 8

Strategy Automotive Mass Marketing Business Model 8

Harvard Business Review

APRIL 4, 2014

In 2006, they hired an experienced president to manage their rapidly growing business. But because midsize companies lack the resources of big companies, which can experiment with multiple new strategies and launch pilot projects, midsize firms are at risk when they divert scarce resources from their core business.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

MARCH 13, 2017

Having streamlined the portfolio and reset budgets, it is important to redesign the operating model — that is, the way the company is organized to deliver on its strategy — to eliminate any unnecessary work or dysfunctional processes that bog things down. Redesign the Operating Model. Consider the remarkable turnaround at Ford.

Zero Based Budgeting 13

Zero Based Budgeting Organization Budgeting How To 13