Harvard Business Review

MARCH 2, 2011

They may have done a swell $2 million strategy study for a client, but then have to watch from the sidelines as a more broadly based firm swoops in to do the $15 million project — a total systems redesign, say, or a corporate reorganization — entailed in implementing the strategy. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

FEBRUARY 7, 2018

” That advice served GE well in shaping its portfolio of businesses and its strategy for many years, but it’s not clear to us that it is as relevant any more. It may, in fact, be a dangerous strategy in today’s business environment. Take the cereal business, for example.

Strategy 12

Strategy Mass Marketing Business Model Brand 12

Harvard Business Review

OCTOBER 30, 2017

In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World ” and Eric Ries’s book The Lean Startup. He doubled GE’s investment in R&D. Then it wasn’t.

Ries 8

Ries Long-term Short-term Price 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

JUNE 10, 2014

Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. Since 2011, Apple has generated $150 billion in cash flow, much of that from the iPhone. In creating an innovation strategy , managers should strive to achieve the optimal balance between disruptive and sustaining efforts.

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 8

Harvard Business Review

SEPTEMBER 13, 2013

The key, of course, is managing when rivalry is appropriate — and when it's dangerous for both your employees and your company. Why Your Virtual Garden Doesn't Yield Any Crops How Zynga Went from Social Gaming Powerhouse to Has-Been Ars Technica Ars Technica Between 2007 and 2011, Zynga seemed unstoppable.

Class 8

Class Health Care Supply Chain Globalization 8

Strategy Driven

JANUARY 24, 2011

It appears Nokia was not able to coordinate decisions and activities across departments or levels of management. Many innovative ideas became the victims of in-fighting among managers who had competing objectives. Here are a few of this year’s headline makers and the lessons that can be learned from each of them.

Execution 67

Execution Company 360-Degree Feedback Cooper 67