Harvard Business Review

MAY 18, 2015

For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. She then fed the results as market intelligence input into a senior leadership competitive game.

Competitive Intelligence 8

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Harvard Business Review

NOVEMBER 2, 2017

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. In 2006 alone, Nokia introduced 39 new mobile-device models. The Gap Between Strategy and Execution.

Strategy 10

Strategy Company How To Supply Chain 10

Harvard Business Review

APRIL 4, 2014

In 2006, they hired an experienced president to manage their rapidly growing business. During those nine months, Cellairis’ leadership had been distracted from their core business. Five years later, they had a $50 million business (including franchisees’ revenue). The future looked bright. That’s when the tinkering began.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

MARCH 13, 2017

Look closely, and you’ll find that most companies have stretched their brands and product portfolios to customers and markets in which they are undifferentiated and profits are weak. Companies with foresight will make this change before the market or an activist investor demands it. But that drags down shareholder returns.

Zero Based Budgeting 10

Zero Based Budgeting Organization Budgeting How To 10