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Guest Blogger Julie Freeman: The Trustworthy Leader

leaderCommunicator

Leaders need their employees to stay on board during the changes and continue to contribute to its strategy. Julie Freeman, APR, ABC, served as the President of the International Association of Business Communicators from 2001-2011. And that means their leaders are communicating effectively and often. __. About Julie Freeman.

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The State of Strategy Consulting, 2011

Harvard Business Review

Among my questions to them: How are you thinking about strategy these days? Some tentative conclusions: There is not much of a market for stand-alone strategy studies any more. Strategy has triumphed, the installed base is huge, no self-respecting company would be without one. This poses a dilemma for consulting firms.

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Tinkering with Strategy Can Derail Midsize Companies

Harvard Business Review

And they love to pursue them, deadline commitments or old strategies be damned. They forget that the strategy which took them from small to midsize has already proven itself a winner. So they begin tinkering with their core strategy, burning up resources while their companies wander off their tried-and-true growth path.

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Why Target’s Canadian Expansion Failed

Harvard Business Review

While Target did a great job marketing its launch with a multiplatform ad strategy—TV, print, billboards, social media and so on— introducing itself as the new neighbour (notice the localized spelling), its execution was flawed. Crew’s approach when it entered Canada in 2011. encounters and those new to the brand.

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Why GE’s Jeff Immelt Lost His Job: Disruption and Activist Investors

Harvard Business Review

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.

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The 2010 Execution Round-Up: Six Companies That Couldn't 'Get It.

Strategy Driven

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

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In Defense of Routine Innovation

Harvard Business Review

An innovation strategy has to include both. Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. How has this strategy worked? Its specific tactics have evolved over time, but the basic strategy has remained the same. Let’s examine a few examples. None as far as I can tell.