Harvard Business Review

MARCH 31, 2015

It is striking how much confusion there is between strategy, implementation, and execution. Is “strategy” a matter of making choices about where we want to go, where we play and how we win, of setting goals and actions, about how we create and capture economic value over time? Let’s start with strategy.

Execution 8

Execution Strategy Mission Statement Definition 8

Eric Jacobson

DECEMBER 1, 2014

Well, that’s exactly what you get when you read the new book , Roadside MBA: Back Road Lessons for Entrepreneurs,Executives and Small Business Owners. Mazzeo : We were continually surprised by the creative strategies that small businesses had developed to compete better in their markets. Six road trips across the U.S.

Travel 69

Travel PR Learning-by-Doing Open-book 69

Eric Jacobson

OCTOBER 13, 2014

Well, that’s exactly what you get when you read the new book , Roadside MBA: Back Road Lessons for Entrepreneurs, Executives and Small Business Owners. Mazzeo : We were continually surprised by the creative strategies that small businesses had developed to compete better in their markets. Six road trips across the U.S.

Travel 74

Travel Learning-by-Doing PR Open-book 74

Eric Jacobson

JULY 2, 2014

Well, that’s exactly what you get when you read the new book , Roadside MBA: Back Road Lessons for Entrepreneurs,Executives and Small Business Owners. Mazzeo : We were continually surprised by the creative strategies that small businesses had developed to compete better in their markets. Six road trips across the U.S.

Succession 78

Succession Travel Learning-by-Doing PR 78

Harvard Business Review

NOVEMBER 6, 2017

When a strategy looks brilliant, it’s because of the quality of execution. In decades of teaching executives at Harvard Business School and interviewing CEOs for my research, I’ve observed that savvy leaders whose strategies succeed tend to focus on four implementation imperatives: Question everything.

Execution 8

Execution Strategy COO CEO 8

Leading Blog

JANUARY 3, 2022

Think like a chief executive. Reconfigure for evolving markets. From Estée Lauder’s William Lauder and Fabrizio Freda, we learned to partner for change to open new channels for marketing products before traditional avenues close off. Accelerate your flywheel for growth. Mobilize and engage holistically. Partner to lead change.

CEO 308

CEO Skills Crisis Marketing 308

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

JUNE 10, 2015

Managers provide the continuity needed to execute efficiently and leaders drive the kinetic energy needed to respond dynamically to the needs of the marketplace. So executives need to leverage platforms in order to access ecosystems. Before long, Blockbuster was gaining nearly half of all new subscribers in the online rental market.

IT Strategy 8

IT Strategy Strategy Operations Resistance 8

Harvard Business Review

JULY 2, 2015

Many companies start their search for global growth in an alphabet soup of emerging-market groupings such as the BRIC , CIVETS , MINT , Next 11 , and so on. There are several flaws in using such acronyms as the basis for entering overseas markets. However, the sources of demand in each country differ, which will affect your strategy.

Marketing 8

Marketing Benchmarking Globalization Construction 8

Harvard Business Review

NOVEMBER 2, 2017

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. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Insight Center.

Strategy 15

Strategy Company How To Supply Chain 15

Harvard Business Review

JANUARY 20, 2015

The market exit will stop Target’s continued losses in Canada and help the company focus on its strategic initiatives in the U.S. However, in the end, the market entry seemed rushed and oversized, with 124 stores opening within ten months. Given the executional issues, Target wasn’t able to implement its differentiated U.S.

Retail 8

Retail Merchandising Discount Price 8

Harvard Business Review

MARCH 10, 2017

Sales executives with even moderately large, distributed sales forces rely on data to help them understand which activities and behaviors lead to the best outcomes. That leaves executives in the dark about what is actually occurring on the front lines, or whether those activities advance or impede progress toward desired outcomes.

Software 14

Software Metrics CRM B2B 14

Harvard Business Review

MAY 18, 2015

For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. She then fed the results as market intelligence input into a senior leadership competitive game.

Competitive Intelligence 8

Competitive Intelligence Agility Workshop Definition 8

Harvard Business Review

FEBRUARY 5, 2016

The past year has been difficult for many markets in Sub-Saharan Africa (SSA). However, although some of our clients have been facing difficulties resulting from the current environment, primarily because of currency pressures, many others are continuing to see strong growth, even in troubled markets such as South Africa and Angola.

GDP 8

GDP Politics Marketing Bottom-up 8

Harvard Business Review

APRIL 8, 2015

One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. Growth: A TV cable company offers special subscription plans for new customers, aiming to achieve a strong market position within 24 months. Why is it that?

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

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. The fall can come quickly.

Banking 15

Banking Strategy Film Operations 15

Strategy Driven

JANUARY 24, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. It’s that time of year again: time for business owners and senior executives to take stock of the past twelve months. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

DECEMBER 15, 2015

When formulating a strategy, markets and segments are important categories to consider. But a market never buys anything. To borrow a telecom industry metaphor, a deal with a customer is the “last mile” in connecting any strategy with business development efforts and marketplace results. Only customers buy.

Strategy 8

Strategy Team Discount ROIC 8

Harvard Business Review

SEPTEMBER 21, 2012

If you're among the many multinational CEOs planning to appoint a local executive as your next country head in an emerging market such as Brazil, China, or India, you may want to think again. Knowing the market and possessing networks are important, but that's not all your company needs for success today.

Globalization 8

Globalization CEO Long-term Operations 8

Harvard Business Review

FEBRUARY 12, 2014

One day, an advertising executive and a colleague were having lunch in New York’s Central Park. The executive stopped and offered to alter the wording on his sign to increase the donations. For me, IKEA’s success is mostly due to the clarity of its strategy. Most businesses try to build their market around what they offer.

Strategy 16

Strategy Document Comparison Retail 16

Harvard Business Review

NOVEMBER 2, 2016

A company that creates a sustainable competitive advantage, executes well and reinvests to solidify its strategy will find that its share price accurately reflects its value. Among the largest companies, executives cited these barriers 94% of the time. And if there is no arbitrage to be had, most activists will hunt elsewhere.

Company 8

Company Bureaucracy Long-term Competitive Advantage 8

Harvard Business Review

MARCH 17, 2011

For years Braun tried to steal share from Norelco, the market leader, but this proved a tough sell: Norelco's customers were shopping for convenience, which wasn't what Braun was offering. For years much of Braun's marketing efforts had been aimed at 40-50+ year old men.

Management 15

Management Retail Brand Merchandising 15

Harvard Business Review

FEBRUARY 1, 2011

My last post talked about how a little-known company , Grace Manufacturing, took a flexible and opportunistic approach to its strategy when its core business faltered. In the 1950's, the American market was quite small and dominated by entrenched players such as Harley Davidson, Indian, and imports like Triumph and Moto Guzzi.

Strategy 15

Strategy Automotive Short-term Marketing 15

Harvard Business Review

JULY 18, 2011

By that he means that all the things a business does — not just its logo and visuals, but also its strategy, call to action, customer service, communications with customers, and people — combine to determine what it stands for. Dan's smart observation is that "Brand is everything, and everything is brand."

Brand 15

Brand Positioning Marketing Productivity 15

Harvard Business Review

JANUARY 26, 2015

For an organization to endeavor to change its culture, it needs to take its cue from what changes in its strategy. Other times, shifts may be driven by disruptions and disrupters like the one happening in the transportation and hotel markets right now thanks to the likes of Uber and Airbnb. In fact, we defined growth as a process.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

DECEMBER 27, 2017

Among the 75% of employees with disabilities who say they have market-worthy ideas, 48% say their ideas went ignored by people with the power to act on them, 57% feel stalled in their careers, and 47% feel they would never achieve a position of power at their company, no matter how high-performing or qualified they are. Provide role models.

Compliance 8

Compliance Chief Operating Officer Innovation Survey 8

Harvard Business Review

FEBRUARY 25, 2013

Venture capitalists have significant pattern recognition skills related to both startup companies and specific markets. Decision-makers assessing a market about which they know nothing not surprisingly demand significant proof before making a decision. Good ones attract board members and other advisers with complementary skills.

Venture Capitalist 8

Venture Capitalist Innovation Banking Budgeting 8

Harvard Business Review

SEPTEMBER 6, 2017

New innovations will change the basis of competition in many markets and alter the sources of advantage for most companies. Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change.

Company 15

Company Insurance Engineering Software 15

Harvard Business Review

JULY 17, 2013

Most CIOs find it relatively easy to convince an executive team to invest in a technology that increases near-term revenue. Grow blended executives. Ideally, these "business relationship executives" would have two heads: one for business and one for technology. Companies can no longer get away with treating IT as a commodity.

CIO 9

CIO Technology Storytelling Strategic Planning 9

Harvard Business Review

JUNE 29, 2012

But what about the more strategic risk areas, such as those related to emerging market entry or acquisition growth strategies? This is where executives are far less confident. Senior executives will need to change the way they incorporate risk considerations while making key business decisions.

Risk Management 14

Risk Management Maturity EBITDA Management 14

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 14

Innovation Conflict of Interest Strategy System 14

Harvard Business Review

OCTOBER 10, 2017

Tactical performance is how effectively your organization sticks to its strategy. The second type, known as adaptive performance , is how effectively your organization diverges from its strategy. military says, volatility, uncertainty, complexity, and ambiguity , where technology and strategy changes rapidly. Related Video.

Organization 15

Organization Tactics Call Center Metrics 15

Harvard Business Review

JANUARY 18, 2012

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. Pragmatism. When the U.S.

Globalization 17

Globalization Golden Parachute Short-term Long-term 17

Harvard Business Review

MARCH 28, 2016

Success in this environment will depend on more than just creating better digital-enabled products; it will depend on building ecosystem-level strategies that encompass the many moving pieces that come together to create the new value proposition. 4 in the inkjet-printer market, where it joined the likes of HP, Lexmark, and Canon.

Company 8

Company How To Technology Strategy 8

Harvard Business Review

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

MAY 30, 2014

For over 50 years, Wal-Mart has pursued essentially the same strategy of “offering the lowest price so its customer can live better.” Wells Fargo has become the most valuable bank in the world by sticking to its strategy of building a value proposition around selling more products per customer than anyone else. Strategy'

Company 10

Company Supply Chain Airlines Health Care 10

Harvard Business Review

MAY 14, 2014

Or you are a supervisory board member of Mannesmann, a solid German engineering company, and your executive team suggests that the company bid for a mobile telephone license. Do you invest in the exciting new opportunity even though it does not fit with your existing strategy? Even capital markets logic is against this proposal.

Licensing 9

Licensing Competitive Advantage Proposal Banking 9