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. Crucially, the operating model also must define ways of working and behaviors that actually bring your company’s strategy to life.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JANUARY 7, 2014

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. A lot of managers just let culture happen — it becomes the sum of the personalities, good and bad, that work in an organization.

CEO 11

CEO FAQ Restructuring Performance Review 11

Harvard Business Review

DECEMBER 23, 2016

This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. Create one integrated workforce strategy.

Strategy 8

Strategy Span of Control Finance How To 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. Price leadership: A no-frills airline constantly advertises the lowest fares on any route served. Why is it that? That might sound strange.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

AUGUST 9, 2016

Almost every organization today is putting customer experience (CX) at the core of its strategy, aiming to provide products and services that meet customers at every touch point. “In traditional brand management, marketers are responsible for specific product lines,” he says.

Marketing 8

Marketing Content Insurance Brand 8

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

AUGUST 22, 2011

Strategy-specific messages linked to your purpose become tools to help employees connect their day-to-day efforts with the aspiration of the company. For employees to fully understand how your strategy is different and better than the competition they need to be in touch with market realities.

Strategy 15

Strategy Education Content Storytelling 15

Strategy Driven

JANUARY 24, 2011

It appears Nokia was not able to coordinate decisions and activities across departments or levels of management. Many innovative ideas became the victims of in-fighting among managers who had competing objectives. Why was this once-dominant player unable to execute and maintain its market position? When one million bottles of St.

Execution 67

Execution Company 360-Degree Feedback Cooper 67