Harvard Business Review

APRIL 13, 2016

Managers, consultants, and academics around the world have long wrestled with this question. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. Managers exploiting current businesses develop mindsets based on what they have experienced in the past.

Company 8

Company Licensing Incentives Construction 8

Harvard Business Review

NOVEMBER 17, 2016

Indeed, the company eventually announced its strategy to venture massively into cloud computing. These letters from firms’ top executives signal the major themes to which the top management attends. Leadership is changing — fast. And this transition is much more than a new nameplate on the corner office.

CEO 8

CEO Letter Retail Strategy 8

Harvard Business Review

MARCH 27, 2014

And too often, savings just represent corrections of past failures in managing supplier relationships. Or does it focus on customer service and helping the business achieve its strategy? They should be treated as a driving force for innovation and viewed as critical partners in the company’s success.

Budgeting 8

Budgeting Objective Cost Globalization 8

Harvard Business Review

JANUARY 7, 2014

This month he’s publishing his second book based on the interviews: “Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation.” He talked with HBR about why a company’s culture is more important than its strategy — and some of the innovative tactics that CEOs have used to help create a high-performing culture.

CEO 9

CEO FAQ Restructuring Performance Review 9

Harvard Business Review

MARCH 12, 2014

In the late 1990’s, Home Depot’s rapid growth had outpaced its corporate infrastructure and was hiding serious cost management challenges. Their board hired Robert Nardelli from GE to quickly install the organizational foundation necessary to continue the company’s growth and better manage costs. Boards Leadership Strategy'

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

APRIL 8, 2015

Their innovation efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. 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.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

OCTOBER 10, 2017

Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. These stats were reviewed by managers every week.

Organization 9

Organization Tactics Call Center Metrics 9

Harvard Business Review

JULY 13, 2015

Rather than relying on potentially impracticable targets such as “Take last year’s performance and add 10%,” you can use an assessment of the probability of success to anchor evaluation of performance-improvement strategies. Many budgets and strategic plans include financial performance goals of some sort.

Goal 8

Goal Strategic Planning Strategy Objective 8

Harvard Business Review

FEBRUARY 6, 2014

For finishers, he will have to change its treads—redirect its strategy—while barreling down a highway with no map for what lies ahead. And that question is likely to be answered in the affirmative if the directors have managed to avoid the Peter Principle. Great at mid-level, the managers were not game-ready for the next level.

CEO 8

CEO Bottom-up Strategic Fit Pharmaceuticals 8

Harvard Business Review

NOVEMBER 2, 2017

Nokia was so immersed in executing its strategy that it lost sight of its purpose. That purpose is bigger than the company itself, providing natural cohesion, and it demands expansive thinking, driving innovation and progress. Personal leadership is indispensable to operationalizing your purpose.

Strategy 10

Strategy Company How To Supply Chain 10

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Never confuse charisma with leadership. They are innovating in ways that create virtuous circles for a generation or more."

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

APRIL 4, 2014

In 2006, they hired an experienced president to manage their rapidly growing business. During those nine months, Cellairis’ leadership had been distracted from their core business. The management team at Rodan + Fields, today a $250 million skincare products company, understood this risk. The future looked bright.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

AUGUST 9, 2013

James Fallows has a lovely piece about why the moment is significant for journalism; Kara Swisher writes about what the Post didn''t see coming and offers Bezos some excellent advice; and (on our own site) Bill Taylor and Justin Fox explore new leadership and investment models related to the acquisition. So does it work? Stirman says yes.

Report 8

Report Film Loyalty Business Model 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 68

Execution Company 360-Degree Feedback Cooper 68

Harvard Business Review

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. But rarely are budgets linked closely to the strategy.

Execution 14

Execution Strategy How To Budgeting 14

In the CEO Afterlife

JUNE 8, 2016

Years later, it took on bigger players by introducing new innovative packaging to the market, and subsequently carving out a double-digit share when few thought it could be done. And everyone is trying to climb to the top of that to get ahead,” explains Heather Fadali, senior brand manager for coffee at Kraft Heinz, Nabob’s parent company.

Brand 100

Brand Brand Management Advertising Management 100

Harvard Business Review

FEBRUARY 7, 2018

” That advice served GE well in shaping its portfolio of businesses and its strategy for many years, but it’s not clear to us that it is as relevant any more. It may, in fact, be a dangerous strategy in today’s business environment. They have pricing, product, brand, portfolio and corporate strategies.

Strategy 9

Strategy Mass Marketing Business Model Brand 9

Harvard Business Review

JUNE 7, 2013

While every other player in the electric car space was focused on innovating individual pieces — vehicles, batteries, charge spots — Better Place''s strategy was unique in innovating the larger puzzle to deliver an affordable drive-anywhere, anytime solution. Note to Tesla owners: you are not the mass market).

Mass Marketing 8

Mass Marketing Transportation Depreciation Short-term 8