Harvard Business Review

FEBRUARY 21, 2014

A Zurich-born manager with 10 years’ experience working in Germany and Switzerland, Xavier had just landed a few days ago in Monterrey, Mexico, at a small pharmaceutical company that was recently purchased by Xavier’s company, a major European pharmaceutical firm. Xavier Frei wanted to get down to business.

Pharmaceuticals 10

Pharmaceuticals Globalization Operations Motivation 10

Harvard Business Review

NOVEMBER 9, 2011

That's what we found when we studied the top management teams of companies in Europe over the past three years. Part of the problem may be in the backgrounds that companies desired: 85% of COOs had experience in operations, strategy, or finance. What role does he or she play in the organization? What do you think?

COO 12

COO Sample Telecommunications Automotive 12

Harvard Business Review

SEPTEMBER 11, 2014

Finally, industries in the upper-right quadrant — such as software, pharmaceuticals, and medical equipment — face high uncertainty in both demand and technology. In our new book, The Innovator’s Method , we show how managers can adapt these tools, in an end-to-end process, for managing innovation.

Uncertainty 21

Uncertainty Industry Bottom-up Technology 21

Harvard Business Review

MAY 7, 2015

On the other hand, most large sample studies in the accounting literature show something different: firms that manage their earnings perform better than firms that don’t (and not just in the short term). HBR: What got you interested in what impact short-term earnings management has on long-term performance? Insight Center.

Short-term 8

Short-term Henderson Long-term Metrics 8

Harvard Business Review

AUGUST 2, 2011

For example, pharmaceutical firms license compounds to each other and co-promote products in different markets. Financial services companies co-manage loans and share risks. Organizations can't operate effectively unless people share information, work together to solve problems, and help each other get the job done.

Apparel 15

Apparel Pharmaceuticals Finance Licensing 15

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. High-potential future leaders.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

MARCH 16, 2015

Their concerns fell into three broad categories: talent, operating in a global marketplace, and regulation and legislation. Talent Management. ” Other talent management concerns that were mentioned once include: motivating people through hard times, retention and development, and managing diversity and cultural differences. .”

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

AUGUST 14, 2018

“Death by a Thousand Cuts” Based on a comprehensive five-year study, my new research paper, published in the Academy of Management Discoveries this year, systematically identifies the reasons behind the failures of major Western digital firms in China. poor management of relations with Chinese regulators and the government.

Competitive Advantage 10

Competitive Advantage Business Model Technology Marketing 10

Harvard Business Review

JULY 7, 2011

The question on the tip of everyone's tongue when this type of nightmare takes hold is, "Why doesn't senior management do something?" The less obvious, but equally culpable, individual is often the manager who fumbles the job of taking this employee to task promptly. I'm at a loss when it comes to managing Cynthia," Roger confessed.

Rogers 14

Rogers Morale Long-term Pharmaceuticals 14

Harvard Business Review

MARCH 27, 2018

“It’s no good fighting an election campaign on the facts,” Cambridge Analytica’s managing director told an undercover reporter, “because actually it’s all about emotion.” Unlike some pharmaceuticals, data-opolies do not charge consumers exorbitant prices. James Graham/Getty Images.

Company 10

Company Advertising Incentives Engineering 10

Harvard Business Review

MARCH 2, 2012

As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. economy, expands America's global trade, and attracts foreign companies to base operations in the U.S.

Competitive Advantage 13

Competitive Advantage Globalization Development Intellectual Capital 13

Harvard Business Review

JUNE 30, 2014

Places full of highly mobile and in-demand workers operate more democratically. They went deep into three international firms with reputations for excellence – one a law firm, one a public accounting firm, one a management consultancy – conducting over 100 face-to-face interviews with people working within them. How do they do that?

Politics 8

Politics Pharmaceuticals Consultative Consensus 8

Harvard Business Review

NOVEMBER 24, 2015

Joint value in combinations typically comes from one of four sources: increased scale, expanded scope, improvements in management coordination, and expansion of future options. The most common source of joint value is economies of scale , which allow for a reduction in the costs of either production or back-office operations.

Pharmaceuticals 8

Pharmaceuticals Cost Airlines Productivity 8

Harvard Business Review

SEPTEMBER 30, 2016

While pay transparency may accelerate attention being paid to remedying pay discrimination, managers should consider moves toward transparency with their eyes wide open. Some years ago I asked a group of 700 engineers from two large Silicon Valley companies to assess their performance relative to their peers.

Comparison 8

Comparison Incentives Outsourcing Self-aware 8

Harvard Business Review

SEPTEMBER 14, 2011

We recently visited the brand-new R&D lab of Dr Reddy's , one of India's leading pharmaceutical firms. To best leverage worldwide creative talent, Reliance MediaWorks operates a global network of creative centers located in Burbank, San Francisco, London, Tokyo, and across India. Cambridge, U.K. facility in Cambridge Science Park.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

JULY 16, 2013

And 43% cited technology expertise, HR-talent management, international-global expertise, and succession planning as the skills missing most on their boards. The industry with the greatest skills gap was IT & telecommunications, whose boards are in serious need of international-global expertise and HR-talent management.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

FEBRUARY 10, 2014

The trick, and it is a difficult one, is to add just enough complexity so that people can do their work, but not so much that “they feel as if they are walking in muck” as Twitter’s SVP of engineering Chris Fry puts it. Change management Customer service Informal leadership' Scaling starts and ends with individuals.

Case Study 9

Case Study Pharmaceuticals Airlines Hotels 9

Harvard Business Review

FEBRUARY 20, 2014

But an awful lot of these jobs command very high-wages in law, finance, accounting, consulting, advertising, engineering, design, software, healthcare, scientific research, architecture, entertainment, hospitality, and many other areas. True, some of these are low-paying, burger-flipper jobs. The fact is, the end is not nigh. Far from it.

Intellectual Capital 8

Intellectual Capital Magazine Pharmaceuticals Creativity 8

Harvard Business Review

JANUARY 31, 2013

We see advances in materials, processes, and information technology that will make possible entirely new kinds of products and can radically alter how manufacturers operate. Pharmaceutical companies are mastering bio-engineering techniques that will help develop personalized medicines.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

NOVEMBER 25, 2015

So most executives manage it according to their intuition. In this article, we address each of these to show how leaders can engineer high-performing organizational cultures — and measure their impact on the bottom line. It takes a careful mix of mission, management, and culture. 2) What is culture worth? Insight Center.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 20, 2011

Household debt averaged 75% of disposal personal income between 1975 and 2000, according to Stephen Roach, senior executive at Morgan Stanley and lecturer at Yale's School of Management. workers in engineering, manufacturing, even aerospace. Apple, the single exception, operates as a startup. Now that game is over.

Innovation 13

Innovation Supply Chain Offshoring Policies 13

Harvard Business Review

SEPTEMBER 5, 2016

million managers, first-line supervisors, and administrators in the American workforce in 2014. That works out to one manager and administrator for every 4.7 Overall, managers and administrators made up 17.6% Overall, managers and administrators made up 17.6% Operating decisions are almost entirely decentralized.

Cost 8

Cost Bureaucracy GDP Management 8

Harvard Business Review

JULY 20, 2017

This is the challenge for all kinds of disruptors, whether in the auto industry, pharmaceuticals, service industries, or healthcare. and shifts its local focus to engineering and testing. We often observe a wide-ranging set of initiatives and investments operating independently, and in some cases, even competitively.

Innovation 12

Innovation Productivity Products Venture Capitalist 12