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Develop Your Company’s Cross-Functional Capabilities

Harvard Business Review

In this excerpt from their new book, Strategy That Works , Paul Leinwand and Cesare Mainardi explain why distinctive capabilities are vital to success, and address a fundamental question that many companies overlook: How to bring these capabilities to scale, so that every part of the enterprise can call on them.

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There Are 4 Futures for CMOs (Some Better Than Others)

Harvard Business Review

These executives have responsibilities we might expect to reside within marketing. That leaves Chief Marketing Officers with a decision — do you see the rise of these roles as an opportunity or a threat? Marketing faces a particular challenge since customer engagement has traditionally been considered its domain.

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How to Compete When IT Is Abundant

Harvard Business Review

The original IT department was formed to centralize a unique expertise that could purchase, implement, and manage technology in the enterprise. Only the largest of enterprises could afford the best technologies, and even for those with the largest bank accounts, IT strategies were limited to basics like CRM , ERP , or email.

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How One Company Made Its Analytics Investment Pay Off

Harvard Business Review

True incorporation requires bold decisions about reorganizing the business to make analytics a key component of strategy. The ABU was set up as a centralized profit center with ambitious targets and with direct reporting to the chief operations officer; most often, similar units are organized as cost centers with no specific targets.

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IT Has Finally Cracked the C-Suite

Harvard Business Review

In too many companies, IT leaders, relegated to their cost centers, are subordinate to other C-level executives. As a consequence, CIOs work on go-to-market strategies as well as on acquiring and retaining new customers. He reports directly to the CEO and is a member of the management board.

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Shadow IT Is Out of the Closet

Harvard Business Review

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

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People Are Not Cogs

Harvard Business Review

We manage the measurable, rather than the things that create meaning that fuels creativity, that enables innovative thinking and that helps any company to outpace the market. We tag performance as the quantitatively focused work of what we can design, market, measure, track, bill, and monetize. Maybe yes, maybe no.

Hamel 16