Harvard Business Review

APRIL 3, 2014

It has been more than 100 years since Frederick Taylor, an American engineer working in the steel business, published his seminal work on the principles of scientific management. Yet managers continue to follow Taylor’s “hard” approach — creating new structures, processes, and systems — when they need to address a management challenge.

Taylorism 12

Taylorism Taylor Mayo Cooper 12

Harvard Business Review

OCTOBER 6, 2014

And so the power of incumbency, firm competencies, and market share is giving way to the ability to engage across companies and industries, innovate, individualize, and deliver. At the same time, powerful new tools are becoming increasingly available to enable real-time strategic decision making.

Strategy 11

Strategy Scenario Planning Scientific Management Supply Chain 11

Harvard Business Review

OCTOBER 6, 2014

And so the power of incumbency, firm competencies, and market share is giving way to the ability to engage across companies and industries, innovate, individualize, and deliver. At the same time, powerful new tools are becoming increasingly available to enable real-time strategic decision making.

Strategy 8

Strategy Scenario Planning Scientific Management Supply Chain 8

Harvard Business Review

APRIL 7, 2015

The question is: How will management advance to influence the path and force of these revolutions? But increasingly this industrial-age management mindset is becoming an impediment to our fully realizing the promise of the digital revolution’s technologies. Our ways of measuring success are reductive and backward-looking.

Management 8

Management Drucker EPS Short-term 8

Harvard Business Review

JULY 18, 2016

When Frederick Taylor published his pioneering principles of scientific management in 1912, the repetitive and mundane nature of most jobs required employees to think as little as possible. It is the key intellectual differentiator between those who can go online and those who become smarter in the process. Vincent Tsui for HBR.

Long-term 8

Long-term Short-term Open-book Scientific Management 8

Harvard Business Review

JANUARY 30, 2012

A&P remained so powerful for so long for one reason only: because the two brothers who controlled it, George L. They then filled their stores with private-label A&P products, creating the most powerful franchise in food retailing. In 1946, the U.S. and John A. Its real estate, not its business, will draw suitors.

P&L 14

P&L Retail Real Estate Discount 14