CO2

APRIL 30, 2013

Other companies, as I have witnessed, value consistency of service. In both of the cases I’ve outlined here, the organization’s culture usually dictates its strategy. When it doesn’t (when strategy isn’t shaped by culture), customers and employees tend to get thrown by the bull. So, what is your culture?

Executive Coaching 134

Executive Coaching Operations Strategy System 134

Tim Milburn

AUGUST 14, 2012

The first step toward rapid realignment is to get leadership team members aligned with The Main Thing of the enterprise and its strategy. A survey of 2,000 executives by Booz found: 64 percent said that their company had too many conflicting priorities. Identifies and eliminates operational and cultural barriers to execution.

System 115

System Critical Success Factor Metrics Consultative 115

Harvard Business Review

NOVEMBER 19, 2012

Everyone thinks they have a digital strategy these days. But while your company may have a business or IT strategy that incorporates digital technology, an IT strategy does not equal a digital strategy. Because most IT strategies treat technology in isolation. Does your strategy capitalize on that?

IT Strategy 9

IT Strategy Strategy Class Offshoring 9

Harvard Business Review

MARCH 21, 2017

Walmart’s recent change to free two-day shipping for online orders, no membership required, is the latest in a series of moves the company has made to fight Amazon and grow its e-commerce business. For all these reasons, Prime has been described by CEO Jeff Bezos as one of the company’s three strategic pillars.

IT Strategy 11

IT Strategy Strategy Core Competence Price 11

Harvard Business Review

NOVEMBER 22, 2017

Why is one multinational consumer goods company organized by category, while another organizes by region? Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? The Gap Between Strategy and Execution. Insight center.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JUNE 10, 2015

Therefore, the ability to manage operation and the capacity to inspire employees is no longer enough. Starting his career as a trainee at 7-11, he worked his way quickly through the ranks, gaining a reputation for operational excellence. To do that, he would need to integrate operations at a scale no one had thought possible.

IT Strategy 8

IT Strategy Strategy Operations Resistance 8

In the CEO Afterlife

JUNE 8, 2016

And everyone is trying to climb to the top of that to get ahead,” explains Heather Fadali, senior brand manager for coffee at Kraft Heinz, Nabob’s parent company. But when the company was purchased [in 1976 by Jacobs], we were in a free world of competition, and then suddenly we didn’t have the support of Kelly Douglas any more.

Brand 100

Brand Brand Management Advertising Management 100

Harvard Business Review

NOVEMBER 2, 2017

Most companies have articulated their purpose — the reason they exist. Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Skeezer/Getty Images. Consider Nokia.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

SEPTEMBER 6, 2017

The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. New innovations will change the basis of competition in many markets and alter the sources of advantage for most companies. Most companies have been slow to react.

Company 12

Company Insurance Engineering Software 12

Harvard Business Review

MARCH 28, 2023

Can BMW convince stakeholders that its strategy is good for the environment and the company’s financial performance?

Environment 11

Environment Strategy IT Strategy Company 11

Harvard Business Review

NOVEMBER 2, 2016

According to Bain & Company’s analysis, activist investors are now the fastest-growing class of institutional investors—and more than 75% of their demands involve nominating or replacing directors on boards. So how can boards ensure their company is able to grow sustainably? Today, the company has regained its mojo.

Company 8

Company Bureaucracy Long-term Competitive Advantage 8

Harvard Business Review

MAY 30, 2014

Strategic consistency is the hallmark of many great companies. Southwest Airlines’ decades-long strategy of “short-haul, high-frequency, point-to-point, low-fare service” produced what was not only one of the best-performing airlines in the U.S. over the last half-century, but also one of the best-performing companies in any industry.

Company 8

Company Supply Chain Airlines Health Care 8

Harvard Business Review

MARCH 13, 2017

That’s demoralizing for employees, and a waste for companies, which badly need the full energy and commitment of all their workers. By attacking the root causes of organizational drag, companies can eliminate unnecessary work, reenergize the workforce and, at the same time, put the business on a better course. Related Video.

Zero Based Budgeting 13

Zero Based Budgeting Organization Budgeting How To 13

Harvard Business Review

MAY 16, 2016

Strategic alignment, for us, means that all elements of a business — including the market strategy and the way the company itself is organized — are arranged in such a way as to best support the fulfillment of its long-term purpose. Strategy is how the business will achieve it.

Banking 14

Banking Strategy Film Operations 14

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.

Execution 15

Execution Strategy How To Budgeting 15

Harvard Business Review

OCTOBER 10, 2017

Bernstein studied assembly-line performance at a company he called “Precision.” Tactical performance is how effectively your organization sticks to its strategy. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely.

Organization 12

Organization Tactics Call Center Metrics 12

Harvard Business Review

MARCH 14, 2014

Almost 80% of the more than 1,200 senior executives recently surveyed by PricewaterhouseCoopers believe that their organizations have the right strategic intent — but only 54% think they’re executing that strategy well. Let’s compare two fictional companies to see what’s involved. Company B takes a different approach.

Strategy 8

Strategy Restructuring Committee Short-term 8

Harvard Business Review

DECEMBER 13, 2016

Prioritization at a strategic and operational level is often the difference between success and failure. Take another real example: a postal service company delivering packages to customers. Like many other postal services, the company has been struggling to survive in an era of increasing competition and digital substitutes.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

DECEMBER 23, 2016

That leaves most organizations lacking a clear total workforce perspective and no integrated strategy to engage workers at the right time, cost, and contractual arrangement. ManpowerGroup found that 80% of companies lack a reliable picture of their total workforce. Consider the case of a fast-growing biopharmaceutical company.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

JUNE 2, 2014

If your company puts you in charge of developing a foreign market or a new line of business, your challenges are in many ways similar to those facing a startup. It is a fight that every manager is familiar with, but nowhere is the challenge bigger than when the existing strategy is not aligned with the demands of the situation you are in.

Innovation 11

Innovation Conflict of Interest Strategy System 11

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Whereas Gerstner famously declared "the last thing IBM needs is a vision," Palmisano had a clear vision for the company. When the U.S.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JANUARY 26, 2015

It’s an established fact that the life cycles of companies and many products have been shrinking. How do long-established companies make this transformation? How do they match a shift in strategy (which is called for in times of change) with a shift in culture? GE now operates in 175 countries across the globe.)

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

SEPTEMBER 21, 2012

Knowing the market and possessing networks are important, but that's not all your company needs for success today. Sealed Air China has been successful not only because its senior managers understand the local market, but also because they are knowledgeable about the parent company's value proposition and technical strengths.

Globalization 8

Globalization CEO Long-term Operations 8

Harvard Business Review

OCTOBER 10, 2018

billion rand in 2017 (about $260 million), while the company’s share price appreciated by a whopping 61,800% (from 117 to 72,500 rand). Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. Put differently, a company needs focus.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

OCTOBER 11, 2018

a cataract operation can cost $200 or less, compared with $3,500 in the U.S. Ascension saved 10%–15% a year by aggregating all of those contracts and negotiating from the strength of the combined operation. Ascension has another solid reason for pursuing its strategy.

Health Care 8

Health Care Insurance Cost Price 8

Harvard Business Review

AUGUST 21, 2013

In order to see the future more clearly, it''s almost always helpful to look back — and this certainly goes for IT and its ever-increasing impact on operations, and ultimately on competitive advantage. Yet with each wave, the criticality of IT to basic operations and delivery of service to customers continues to escalate.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

FEBRUARY 5, 2016

And despite government revenues having been hit hard in Angola, medical device companies are still selling expensive equipment to the ministry of health. The continent’s long-term potential remains attractive, but a company’s success in the current environment will depend on its strategy.

GDP 8

GDP Politics Marketing Bottom-up 8

Harvard Business Review

MARCH 10, 2017

How many cost-cutting initiatives have our companies gone through in the last dozen years? When doing research for our book , we found that the main reasons most companies suffer from this syndrome are that they make across-the-board cuts that are unconnected to their strategy, and fail to make the cuts sustainable.

Cost 10

Cost How To Budgeting Strategic Planning 10

Harvard Business Review

FEBRUARY 27, 2013

We set people up to use their area of expertise, be it strategy, accounting, operations, technology, finance, or human resources. They're looking for partners to help solve large, complex problems — and that's what many large companies do best. A skills-based, or pro bono, approach is about donating skills, not just money.

Skills 8

Skills Real Estate Human Capital Project 8

Harvard Business Review

MAY 28, 2014

As Quartz reported last year: Members of the Glass operations team have been on the road showing it off to companies and organizations, and they told Quartz that some of the most enthusiastic responses have come from manufacturers, teachers, medical companies, and hospitals. Glass is different. But ultimately Google is Google.

Strategy 10

Strategy Early Adopters Innovation Proposal 10

Harvard Business Review

JUNE 29, 2012

For years, companies have been pouring money into people, processes, and technology that can help them manage risk. The finding is a correlation but points to a theory of causation: we believe these companies are far more adept at identifying and mitigating the risks that could undermine their achievement of business goals.

Risk Management 14

Risk Management Maturity EBITDA Management 14

Harvard Business Review

OCTOBER 30, 2017

He radically transformed the company from a classic conglomerate that did everything to one that focused on its core industrial businesses. Andreessen’s article helped accelerate the company’s digital transformation. So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein. of the company.

Ries 8

Ries Long-term Short-term Price 8

Harvard Business Review

FEBRUARY 12, 2014

All great business strategies can be summarized in a short headline. Clarity is so important for good strategies that companies should make an effort to understand what it means and how to achieve it. IKEA is a company that exemplifies the power of strategic clarity. Neuroscience can help us in this endeavor.

Strategy 13

Strategy Document Comparison Retail 13

Harvard Business Review

MARCH 12, 2014

The company’s twenty years of entrepreneurial success had positioned the company to reap greater financial rewards using a more disciplined operational focus. However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

JULY 17, 2013

Be strategic and operational. Most large companies have underinvested in IT for decades. Companies can no longer get away with treating IT as a commodity. These companies face a technical debt, and it''s time to pay up. The companies that have underinvested in IT have also underinvested in IT talent.

CIO 8

CIO Technology Storytelling Strategic Planning 8

Harvard Business Review

JUNE 10, 2014

Consultants have set up practices to focus specifically on helping companies become disruptive innovators. Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. Well, since 1985, Intel has generated cumulative operating income before depreciation of $287.4 Let’s examine a few examples.

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 8

Strategy Driven

JANUARY 24, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. What did 2010 look like for you and your company? But there’s only one that really matters: Did your company effectively execute its plans and initiatives? Juliano Howard T. Dickens Jr.

Execution 67

Execution Company 360-Degree Feedback Cooper 67