Harvard Business Review
APRIL 5, 2017
I have worked on research that has found that a strong company culture is associated with lower levels of myopic decision making, better productivity, and innovation. Again, acknowledging reality might force hard, but timely, decisions on restructuring employee benefits. Corporate culture.
Harvard Business Review
DECEMBER 1, 2016
To promote innovation and local service, the company hires people with entrepreneurial backgrounds and gives them freedom to design promotions, sales programs, and marketing events however they like. The senior leadership team meets often to look at metrics and trends. What’s unique about this company’s leadership?
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Harvard Business Review
MAY 23, 2012
In fact, the company has about 500 metrics that it tracks every day, the majority of them relating to the customer experience. It tracks all those metrics. Did you know that an additional 0.1 second in the time it takes a web page to load can lead to a 1% decline in customer activity? Neither did I. But Amazon does.
Harvard Business Review
AUGUST 9, 2016
The primary focus was on fixing the acquired firm through financial restructuring, dramatic cost cutting, and strategic slashing. However, in phase three traditional data gathering and traditional metrics are not sufficient to ensure significantly differentiated value creation.
Harvard Business Review
MAY 5, 2016
They see disrupted incumbents from retail, finance, health care, transportation, professional services, and manufacturing requiring radical restructuring of assets, productivity , and innovation. That process was quickly fixed — and illuminated the pathology of valuing productivity metrics divorced from UX.
Harvard Business Review
APRIL 26, 2017
Many of these effects may have long-term consequences, like reduced innovation, that are not captured in short-term financial metrics. Intangible resources can be redeployed in unique and perhaps innovative ways following downsizing.
Harvard Business Review
MARCH 13, 2018
Doug embraced this idea and, in turn, explained how his company was using metrics and working group meetings to compel tangible advances in each inspection area. With time saved in managing weapons and equipment, these managers gained time to innovate in other areas. We were well served by all this collaboration.
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