Harvard Business Review
AUGUST 28, 2018
Back in 2006, McDonald’s saw its growth stall. They had to work in sequence, meaning they had to streamline the operation first — before they could launch their new growth effort. Justin Case/Getty Images. But sales hardly budged. Finally, in 2016, it took a new tack.
Strategy Driven
MARCH 18, 2011
To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Companies today operate in a business environment that encourages incoherence. We call this measure the ‘coherence premium.’
Harvard Business Review
MARCH 28, 2016
These card networks were allowed to charge their members just enough to cover cost and provide working capital. MasterCard IPO’d in 2006, and Visa followed two years later. Around the world, though, many countries still have domestic payment networks that operate as not-for-profit platforms.
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