Six Disciplines
OCTOBER 4, 2011
Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Innovate Purposefully ). Kaplan and Dr. David P. Discipline II. Set Goals That Lead ). Discipline III.
Six Disciplines
OCTOBER 4, 2011
Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Innovate Purposefully ). Kaplan and Dr. David P. Discipline II. Set Goals That Lead ). Discipline III.
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Strategy Driven
JULY 13, 2011
Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth. Cost structure metrics measure a company’s ability to manage its costs relative to competitors over three to five years.
Harvard Business Review
APRIL 21, 2011
They aren't motivated by cost reduction, and they aren't likely to embrace cost-saving approaches. One strategy is to eliminate inefficiencies and waste so that you're providing consistent, reliable, low-cost services. A third is to offer cutting-edge, technically innovative products and services.
Harvard Business Review
MARCH 19, 2014
In our research on change agents at the Phoenix Community of FCB Partners , we have found that there are three distinct challenges which require different kinds of change leaders: (1) transformational leaders, (2) innovation instigators, and (3) innovation managers. The Innovation Instigator. The Innovation Manager.
Harvard Business Review
MAY 18, 2015
The problem is that most widely used planning processes like management by objectives and balanced scorecards overlook the contrast piece of the compare-and-contrast equation. Isn’t that exactly what a strategy should do — help teams and leaders decide the right thing to do in the face of new threats and opportunities?
Harvard Business Review
DECEMBER 19, 2012
It costs less than $1 per interaction, whereas telephone care is typically at least $6 per call. Even e-mail care costs $2.50 Establish a baseline for gauging the extent to which expanding social care would improve customer service and lower costs. The Social Solution to Innovation Challenges. Social care can save money.
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