Harvard Business Review

DECEMBER 22, 2015

Instead, leaders of these companies excel at five unconventional acts — management practices that contradict conventional wisdom. Second, many managers assume they should adopt the best practices of their industry and treat external benchmarking as the established path to success. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

NOVEMBER 19, 2015

For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Zara an American Apparel. ” Only few firms manage to be ambidextrous—most struggle to maintain a healthy balance between exploration and exploitation. Some firms manage to maintain this dual discipline as they grow. points p.a.,

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

JANUARY 25, 2013

She started an eponymous foundation focused on understanding a better way for the economy to manage its resources. We have three billion new middle class consumers coming into the world and there's more and more pressure to find out how to manage these resources. The third was around thought leadership. I had no experience here.

Company 10

Company Apparel Engineering Welch 10

Harvard Business Review

AUGUST 2, 2013

But there is another leadership role that has arisen in many organizations in recent years: the Chief Digital Officer (CDO). Whatever approach you choose, you need to create appropriate levels of digital technology synergy, brand integration, investment coordination, skill development, vendor management, and innovation over the long term.

CIO 8

CIO Technology Apparel Information Technology 8

Harvard Business Review

OCTOBER 28, 2014

What distinguishes it from lower cost Walmart or more convenient Amazon? In a pattern that would become familiar to today’s innovation thinkers, Worthy reports, “the then managements of Sears and Wards alike failed to grasp the significance of these new developments.”. Competition Leadership Retail'

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

FEBRUARY 27, 2017

Toward a New Leadership Agenda. While the last wave of globalization centered on accessing foreign markets and creating low-cost global supply chains, the next wave could follow a very different pattern. To do so, business leaders must balance two apparently conflicting objectives. These are the seven areas: 1. Essential background.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. These managers are more persuasive at getting buy-in from the leaders in their organization, make better strategic decisions, and achieve more stable, more predictable, and longer-term growth.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. Adam Pretty/Getty Images. It just does not work.” Execute the strategy.

Execution 15

Execution Strategy How To Budgeting 15

Harvard Business Review

DECEMBER 20, 2016

It’s not yet clear what Trump’s election means for issues that impact companies’ efforts to manage environmental and social issues. the Obama administration started to incorporate the “social cost of carbon” in decision-making and the Pentagon made climate change a military priority. In the U.S.,

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

AUGUST 23, 2016

We found that directors of all political stripes care a lot about the economy and cybersecurity, and that Republican and Democrat directors are aligned in their concerns about political instability and healthcare costs, even though they may have conflicting views on how these costs should be contained.

Politics 8

Politics Committee Telecommunications Diversity 8