Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. product vs. operational) and referenced the same stages (e.g. ideation” and “rapid prototyping”).

Innovation 8

Innovation Metrics Christensen Workshop 8

Harvard Business Review

JULY 14, 2017

Our research shows that companies with platform- and network-based business models are exponentially better at creating value. Building a successful platform business is hard enough when you have an original idea, ample capital, no core business to cannibalize, and a team of top talent. Companies are right to be worried.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

FEBRUARY 26, 2016

The new game is to think about the business model and strategy for not just the company but the entire ecosystem. Radically reduce people dedicated to the old business. Here are several lessons that leaders of legacy companies can draw from GE’s transformation: 1. Think like a large-scale entrepreneur. Cut layers.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

JULY 21, 2016

Start by talking openly about the journey and the inherent sense of vulnerability executives are bound to feel as the business model changes. Many CEOs underestimate the impact of mental models in the innovation process, often assuming that “thinking outside the box” exercises address the issue.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

SEPTEMBER 11, 2017

Your business model is still in flux, and flexibility is more valuable than efficiency and cost savings. Sophisticated models around churn prediction start looking very tempting. Scaling up comes with CFO and board pressure to gain efficiency, and the natural tendency of a business will be to squeeze customer teams.

Metrics 13

Metrics Engineering Efficiency Learning-by-Doing 13

Harvard Business Review

DECEMBER 26, 2014

The phenomenon of fast-track CEO succession appears to be most prominent in the retail, technology, media, and telecommunications sectors—all of which are particularly affected by disruptive business models and new competitors. Some recent CEO appointments in these industries include Yahoo!’s

CEO 10

CEO Contingency Plans Telecommunications Planning 10

Harvard Business Review

MAY 30, 2016

Many firms operating brick and mortar stores are in trouble. As the CFO of Macy’s put it recently, “ “We’re frankly scratching our heads.” Of course, the shuttered stores, depressed execs, and tanking stocks suggest otherwise. What’s the real story?

Retail 8

Retail Real Estate B2B CFO 8

Harvard Business Review

SEPTEMBER 21, 2015

Lotta Tindal, the chief marketing officer for the Dutch hospitality group Ervaring Hotels & Resorts, hadn’t wanted to come to the presentation, but Gerard Bakker, Ervaring’s CFO, had twisted her arm. It also has big brands behind it, but the business model makes more sense to me. “This seems different.

Case Study 8

Case Study Travel Hotels NPV 8

Harvard Business Review

DECEMBER 11, 2018

In fact, only eight percent of companies’ CEOs believe that their business model will remain economically viable if their industry continues to digitize at its current course and speed. And we’re seeing these business leaders of tomorrow they’re really championing a new operating model of work.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

MAY 8, 2013

Henry was the senior vice president of operations. I''ve said it before, and I''ll say it again: The best path forward is to keep VillageCar separate — the operations, the branding, everything.". And we haven''t seen any evidence that VillageCar''s model is a radical departure from ours or that its customers behave differently.

Case Study 8

Case Study Brand How To Beyer 8

Harvard Business Review

DECEMBER 8, 2016

Listening, Derek Melis, his friend and CFO, was relieved. And although senior managers’ remuneration was tied to Contect’s overall sales and operating profits, the head office had relatively little control over the 30,000 projects the company had underway at any given time. Is it your personal relationship?

Case Study 8

Case Study Decentralization CFO Construction 8

Harvard Business Review

OCTOBER 10, 2016

employees, customers, free agents, communities we operate in) and so much more. Leaders must have the vision and forward-focus to anticipate how technology could disrupt the business model and the skill to mobilize the organization for change and drive a culture of collaboration.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

Harvard Business Review

AUGUST 19, 2014

The company was known for being a generous donor to nonprofits, both in Minnesota and in the out-of-state cities where it had stores; it gave 5% of its pre-tax operating profits to charity each year. These are things that affect our business model. Camilla asked, referring to Natural Foods’ CFO. “He Harold shook his head.

Case Study 8

Case Study Politics Committee Letter 8