Six Disciplines
APRIL 27, 2011
” (David Daniels, Business & Technology Reinvention). “The approach is current and I love that it ties technology and systems with strategy. ” (David Daniels, Business & Technology Reinvention). Skip Angel, Random Thoughts of a CTO). Gary Harpst is the direct opposite.”
Strategy Driven
JULY 13, 2011
While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.
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Harvard Business Review
APRIL 8, 2015
One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. But in truth businesses rarely focus on only profitability; most strive to satisfy various stakeholders and meet the goals of balanced scorecards. Why is it that?
Harvard Business Review
NOVEMBER 29, 2010
Say that in a roomful of managers, and you get nervous laughter. Hitler's human extermination empire was quite new in its scope, organization, and technology. Consider " The Balanced Scorecard." "Creative accounting" is really bad. Except when it's good. And it quite effectively served its murderous goal.
Harvard Business Review
NOVEMBER 8, 2017
Town hall meetings are organized, employees are told to change their behavior, balanced scorecards are reformulated, and budgets are set aside to support initiatives that fit the new strategy. A common mistake in the bottom-up implementation process is that many top managers cannot resist doing the selection themselves.
Harvard Business Review
OCTOBER 5, 2012
Companies would do better at satisfying and retaining customers if they spent less time worrying about big data and more time making good use of "small data" — already-available information from simple technology solutions — to become more flexible, informative, and helpful.
Harvard Business Review
MARCH 23, 2011
The result: Employees get confused and cynical (senior management's "flavor of the month"). Fed by consultants, gurus, technology vendors, and academics, their enthusiasm for a particular process improvement method takes on a religious tone (as I described in my last post.) Under the guidance of external coaches, the $7.2
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