Company Leadership Merchandising Technology 
Skip Prichard
AUGUST 16, 2021
Legacy companies, we hear, are all doomed to fail unless they double down on the latest digital innovations, and disruptors are ordained to take over the world. In The Brains and Brawn Company: How Leading Organizations Blend the Best of Digital and Physical , Siegel brings the digital innovation conversation back down to earth.
Strategy Driven
JULY 13, 2011
Performance measurement typically drives much of the way a large company works. Supplementing profits with ROIC and revenue growth is a step in the right direction to ensure that the profits a business earns are actually creating value, not simply over-consuming capital that another company could better deploy.
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Harvard Business Review
AUGUST 4, 2015
” Nagrath spoke in reference to the company’s Purpose, Values, and Principles (or PVPs), written down in the late-1980’s amid P&G’s internationalization , and later translated to multiple languages. Although P&G didn’t rename itself, like other companies, they pursued other forms of renaming.
Harvard Business Review
JULY 17, 2015
Some executives may be reluctant to admit – perhaps for sentimental or political reasons — that their brand is sucking out more value from the company than it creates. There may have been another business that they could have started, utilizing the company’s assets (real estate, technology, staff, etc.)
Harvard Business Review
MAY 24, 2012
Every large financial services company has instituted risk management, but that hasn't prevented risky behavior in the form of office politics and personality conflict — as the JP Morgan trading debacle has demonstrated. But optimizing the use of these and other technologies remains a challenge. We can cover it.".
Harvard Business Review
MARCH 29, 2013
Companies seeking to create scalable social businesses need a measurement system that monitors their progress in delivering social benefits and economic value. The company also closely monitors the costs associated with the effort to ensure its cost effectiveness and efficiency. But it, too, remains very much a work in progress.
Harvard Business Review
NOVEMBER 15, 2017
That’s why Alibaba and Amazon, for example, create and sprinkle autonomous cross-functional teams across their respective companies to invent and deliver products in new ways. In the process, the company became better acquainted with its customers – what they liked to buy and how they liked to shop.
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