Strategy Driven

MARCH 4, 2011

What role do capabilities play in successful mergers? Too big to fail has proven to be a flawed notion. In Integrating Capabilities , Booz & Company partners Gerald Adolph and Paul Leinwand continue their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful companies that enjoy a right to win.

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Restructuring Newsletter Strategy Industry 56

Strategy Driven

MARCH 3, 2011

Adrian Ott, author of The 24-Hour Customer , was a recent guest on Fox Business Live ; sharing her insights on: how to win the business of time-starved customers. aligning products and services to meet customer’s needs and time availability constraints. synchronizing with the customer so to be positioned to serve them when they are ready to buy.

Constraint 56

Constraint Marketing Positioning Productivity 56

Strategy Driven

MARCH 1, 2011

All too often, executives and planners focus on the cost of implementing a project and omit recognition of the other associated costs accompanying the resulting outputs once the project is completed. Even if those costs are accounted for, other hidden costs, such as the reduction of future operational flexibility and options, can be overlooked. Overlooking these costs can significantly impact an initiative’s return on investment; inappropriately inflating the investment’s value to a point where

Cost 56

Cost Newsletter Project Content 56

Strategy Driven

FEBRUARY 27, 2011

Driving Success : The Incredible Power of Company-wide Goal Alignment. by SuccessFactors. This eGuide reveals how HR professionals in small to mid-sized companies can increase productivity and profitability with automated solutions. Learn how to position your workforce and your company for success with this complimentary eGuide, The Incredible Power of Company-wide Goal Alignment.

Goal 50

Goal Power Resources Company 50

Strategy Driven

FEBRUARY 26, 2011

“There are costs and risks to a program of action but they are far less than the long range risks and costs of comfortable inaction.&#. John F. Kennedy (1917 – 1963). 35 th President of the United States. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter.

Cost 50

Cost Newsletter Leadership Content 50

Strategy Driven

MARCH 4, 2011

Every business, company or organization goes through cycles in its evolution. At any point, each program or business unit is in a different phase from the others. Every astute organization assesses the status of each branch on its Business Tree TM and orients its management and team members to meet constant changes and fluctuations. It’s not that some organizations ‘click’ and others do not.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Strategy Driven

FEBRUARY 28, 2011

With U.S. healthcare spending set to grow 5 percent – or more than $100 billion – each year through 2013, businesses are scrambling for ways to save money on their health benefits. To do so, they’ll have to invest proactively in their employees’ health – and not just shop around for a good insurance deal, according to a new report from the Healthcare Performance Management (HPM) Institute.

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Company Management Human Resources Human Capital 56