In the CEO Afterlife

SEPTEMBER 8, 2015

Now, I don’t want anyone to think that I don’t value information technology. When I was a CMO and CEO, I operated with an entrepreneurial mindset that required taking decisions as early as possible. That meant making the call without all of the information, and not fretting about it, but being glad of it.

Power 100

Power Competitive Advantage Airlines Information 100

Harvard Business Review

DECEMBER 31, 2015

They saw it as an opportunity to completely transform the operation to improve care and the patient experience and to lower costs. To that end, they decided to have a team study how care is delivered, identify the barriers to smooth operations, and fix the barriers. It was fully integrated into emergency room operations at St.

Technology 8

Technology Mayo Health Care Engineering 8

Harvard Business Review

JANUARY 18, 2012

This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative. Palmisano could not have succeeded at placing values at the center of IBM's operations without strong principles of his own. When the U.S.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

SEPTEMBER 28, 2012

The same investment logic holds for Apple's innovation ecosystem; the flow and fortune of its third-party apps development alone would yield valuable insight. But that mind-set's simply too focused and operational. Yes, this exercise will surface all manner of ethical — and possibly legal — conflicts and risks.

Hedge 15

Hedge Core Competence CFO ROI 15