Women on Business

JANUARY 24, 2011

Any professional should have antennae open for business every time you answer the phone, e-mail, or walk out the door. For example, as a designer/writer, my skills are not well applied to bookkeeping or financial management. As a former client once said, “we are ALL salesmen!&# The right ones made him look like a visionary.

Press Release 100

Press Release Discount Sharpe Advertising 100

Harvard Business Review

FEBRUARY 15, 2012

Fortunately, demonstrating your skills in this area doesn't demand that you singlehandedly develop a new breakthrough product or revise the company's overall business model. As an example, consider Lynn Hollings, a mid-level manager who took the initiative to introduce change within her organization.

Innovation 16

Innovation Merchandising How To Proposal 16

Harvard Business Review

FEBRUARY 5, 2015

For any strategy to be successful and sustainable, an organization must develop an offering that attracts buyers; it must create a business model that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy.

Blue Ocean Strategy 8

Blue Ocean Strategy Strategy Execution Supply Chain 8

In the CEO Afterlife

APRIL 22, 2015

There are plenty of examples where radical change has either destroyed a company or brought it to its knees. More importantly, change should not consume every aspect of a business at the same rate or to the same degree. This explains why it is so easy for people to become caught up and desensitized by the “change is good” paradigm.

Brand 100

Brand Core Competence Retail Advertising 100

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. Ma and the Alibaba leadership team would retain management control. Although he didn’t have a U.S.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

AUGUST 5, 2014

To have the influence to help set business strategy for the company, CMOs need to translate customer insights into terms meaningful to senior leadership. Companies across the spectrum are grappling with change as new technologies, innovations, and customer behaviors disrupt old business models.

P&L 11

P&L Banking Marketing Call Center 11

Harvard Business Review

AUGUST 27, 2018

All three factors have become more common over time, which we argue stems from firms’ increasing reliance on intangible and knowledge inputs in their business models. Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Ask Atma

JANUARY 2, 2011

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Human Resource Management.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

MARCH 16, 2012

"Leadership" has changed when a decentralized group of people can take down a government. Human Resources" have changed when most of the people who create value for your organization are neither hired nor paid by you. Yet our business models have not changed to keep pace with these shifts.

Christensen 16

Christensen Business Model Decentralization Innovation 16

In the CEO Afterlife

JUNE 10, 2015

For example, we know that a great strategy without great execution isn’t worth the paper it’s written on. Culture, strategy, leadership, branding, innovation, customer orientation and employee centricity must co-exist. Business Models Change. Strategy does not curtail change because business models need not be static.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100