The Horizons Tracker

MARCH 23, 2020

They rely on outdated and ineffective leadership styles that diminish the performance of the companies they lead. “We We are on the precipice of an exciting new world of work, one that gives executives an opportunity to chart a new course for what their leadership should look like, feel like, and be like,” the authors say.

How To 100

How To Technology Maturity Agility 100

Strategy Driven

AUGUST 7, 2015

While addressing the sacred cow, the company failed miserably to articulate its strategy and gain support for its direction. Employ some leadership fundamentals. You need to practice some leadership fundamentals. You just finished reading How to Employ Leadership Fundamentals.or Five Problem-Solving Success Tips.

How To 50

How To Leadership Competitive Advantage Consensus 50

Six Disciplines

FEBRUARY 13, 2015

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. As a result, it becomes an increasing drag on the success of the company until corrected. This type of misalignment surfaces suddenly as a barrier to implementing new strategies.

Constraint 70

Constraint Objective Resources Goal 70

Six Disciplines

MARCH 21, 2011

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. As a result, it becomes an increasing drag on the success of the company until corrected. This type of misalignment surfaces suddenly as a barrier to implementing new strategies.

Constraint 101

Constraint Objective Video Resources 101

N2Growth Blog

OCTOBER 31, 2016

Here are 3 essential tips to get them on-board (and, by doing so, improve your chances for success in the launching your firm’s next strategic initiative): Tell and Teach: Think about it, you’re asking your mid-tier managers to act as teachers. And, to teach well, they must first understand.

Tips 150

Tips Middle Management Strategic Planning Objective 150

Eric Jacobson

DECEMBER 1, 2014

Panhandle developed its strategy around dealing with this uncertainty. We never expected that data analysis would be the key to success for such a company. Another theme for small business was how to think about strategy when competing against larger companies -- we called it "Battling the Big Boys."

Travel 67

Travel PR Learning-by-Doing Open-book 67

Eric Jacobson

OCTOBER 13, 2014

Panhandle developed its strategy around dealing with this uncertainty. We never expected that data analysis would be the key to success for such a company. Another theme for small business was how to think about strategy when competing against larger companies -- we called it "Battling the Big Boys."

Travel 72

Travel Learning-by-Doing PR Open-book 72

Skip Prichard

JUNE 26, 2019

In his book Outsizing: Strategies To Grow Your Business, Profits, And Potential , Steve Coughran tackles these questions. I had the opportunity to speak with Steve about some of his insights and tips to outsize your strategy, profits, and potential. Successful strategists dream then plan, measure progress, and adjust.”

Strategy 80

Strategy SWOT Company Customer Loyalty 80

The Empowered Buisness

JANUARY 2, 2014

Below are 7 blind spots and clues that your organization’s culture – no matter how successful in the past – is possibly headed in the wrong direction. Overt aspects of culture often utilize the reasoning, intellectual parts of our brain — the dominant focus of today’s leadership teams.

Company 135

Company Organization Cost Self-aware 135

Harvard Business Review

MARCH 21, 2017

Walmart has held a low-price leadership position from its start. Many companies feel a pull to imitate the practices of successful rivals. The company’s obsession with competing with Amazon also seems to have taken Walmart’s focus off its brand identity in everyday low prices. But this rarely ends well.

IT Strategy 9

IT Strategy Strategy Core Competence Price 9

Tim Milburn

AUGUST 14, 2012

Our prescription for rapid realignment has the following steps: Align the leadership team. Align the Leadership Team. The first step toward rapid realignment is to get leadership team members aligned with The Main Thing of the enterprise and its strategy. Create an online alignment portal. © 2012 Dr. George H.

System 115

System Critical Success Factor Metrics Consultative 115

Harvard Business Review

MAY 9, 2012

When success depends on others — suppliers, complementors, distributors, retailers — satisfying end consumers is not enough. A crucial element of its strategy to win over consumers to its advanced smartphones was to persuade third-party developers to create a vast array of apps for its phones.

Innovation 13

Innovation Supply Chain Telecommunications Core Competence 13

Harvard Business Review

MAY 11, 2018

Likewise, inspirational leadership, the repetition of value statements, and letting people be themselves are important, but they are by-products of a healthy culture, not the drivers of one. Before we realize it, the organization becomes known for late meetings, face-time, or reactive and apathetic leadership.

Teamwork 15

Teamwork Consensus Attrition System 15

Harvard Business Review

FEBRUARY 6, 2014

In one of the most widely scrutinized CEO successions ever, Microsoft directors selected insider Satya Nadella to run the company, only their third CEO pick in the firm’s nearly 40-year history. For finishers, he will have to change its treads—redirect its strategy—while barreling down a highway with no map for what lies ahead.

CEO 8

CEO Bottom-up Strategic Fit Pharmaceuticals 8

Harvard Business Review

JULY 13, 2015

Has your company inadvertently set a goal with just a 1-in-20 chance of success? But a company’s recent track record says nothing about how much its performance could or should improve; what’s needed is a useful assessment of a company’s probability of future success.

Goal 8

Goal Strategic Planning Strategy Objective 8

Harvard Business Review

OCTOBER 11, 2018

Under the leadership of Anthony Tersigni, Ascension’s president and CEO, the organization has sought to become much more efficient at delivering health care. TriMedx was so successful that Ascension spun it off as an independent for-profit enterprise, which in 2017 had 1,800 clients in 28 states.

Health Care 8

Health Care Insurance Cost Price 8

Harvard Business Review

JANUARY 8, 2015

In my research on how experienced managers and professionals step up to bigger leadership roles, I have observed both the value and the difficulty of returning to our youthful, fake-it-till-you-learn-it strategies. After about a year, in the course of leading a successful meeting, she realized she had grown into the role.

Learning-by-Doing 8

Learning-by-Doing Finance Definition Politics 8

Harvard Business Review

FEBRUARY 11, 2014

Effective leadership, like a good marriage, hinges on how you deal with the tough stuff. For example, “You seem to be suggesting that we really need to focus on elevating our gross revenue before we invest in a new IT strategy. Communication Conflict Leadership Managing yourself' “Let’s sit down and have a conversation.

Parcell 11

Parcell Agility Executive Coaching Learning-by-Doing 11

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. The real story behind IBM's success is the course Palmisano set for 21st century global enterprises. Never confuse charisma with leadership.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

MAY 16, 2016

There is a simple test you can perform to start an honest conversation about strategy and organizational effectiveness where you work. How well does your business strategy support the fulfillment of your company’s purpose? Each state poses a different leadership challenge.

Banking 11

Banking Strategy Film Operations 11

Harvard Business Review

JULY 17, 2013

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. In working with these successful CIOs over the years, I have found that they all share a common set of practices, philosophies and approaches. IT management Leadership' Be strategic and operational. Stay secure and boost innovation.

CIO 8

CIO Technology Storytelling Strategic Planning 8

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. But the companies we studied believe otherwise.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

OCTOBER 10, 2017

But there are two types that are important for success. 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. The Strategy Trap Successful Companies Fall Into. Related Video.

Organization 10

Organization Tactics Call Center Metrics 10

Harvard Business Review

JANUARY 20, 2015

Still, there are many globally successful retailers. Their success is based on a competitive advantage achieved principally either through differentiation of merchandise or customer experience (Apple, J. In the end, Target struggled with the translation of its successful U.S. concept to Canada and execution there.

Retail 8

Retail Merchandising Discount Price 8

Harvard Business Review

MARCH 12, 2014

The company’s twenty years of entrepreneurial success had positioned the company to reap greater financial rewards using a more disciplined operational focus. As these examples suggest, we’re successful not just because of our individual capabilities but also because of how those capabilities fit with specific challenges.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

NOVEMBER 17, 2016

Indeed, the company eventually announced its strategy to venture massively into cloud computing. We researched changes in a firm’s entrepreneurial strategy after CEO successions. Leadership is changing — fast. Each year, about 10% of the companies on the S&P 500 Index experience a CEO transition.

CEO 8

CEO Letter Retail Strategy 8

Harvard Business Review

NOVEMBER 29, 2011

Many organizations, she argues, struggle with a "paradox of expertise" in which deep knowledge of what exists in a marketplace or a product category makes it harder to consider what-if strategies that challenge long-held assumptions. We created a cult brand in a dead business.". "We We created a cult brand in a dead business.".

Banking 16

Banking Retail Open-book Creativity 16

Harvard Business Review

NOVEMBER 2, 2017

Nokia was so immersed in executing its strategy that it lost sight of its purpose. Personal leadership is indispensable to operationalizing your purpose. And nothing is more fundamental to your success. Few imagined that this juggernaut, brandishing vast resources with such steely determination, could be quickly brought down.

Strategy 11

Strategy Company How To Supply Chain 11

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. Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

MARCH 27, 2014

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. Cutting costs Global business Leadership Organizational culture' Is it a process-oriented, savings-obsessed function?

Budgeting 8

Budgeting Objective Cost Globalization 8

Harvard Business Review

APRIL 13, 2016

A similarly difficult, but necessary, “letting go” challenge: GE’s decision to divest its once successful financial service businesses. The entire organization has to forget a lot of what made it successful in the past. This is the most formidable forgetting challenge. ” Create win-win incentives.

Company 8

Company Licensing Incentives Construction 8

Harvard Business Review

MAY 6, 2013

However, time and time again, statistics show that CIO and C-suite alignment drives financial success. Economic performance for organizations whose CIOs were part of the overall development of strategy outpaced that of other organizations by a scale of two to one as discovered in our Economist and HBR studies. Define Your Strategy.

CIO 8

CIO Hamel Technology Tactics 8

Harvard Business Review

APRIL 4, 2014

During those nine months, Cellairis’ leadership had been distracted from their core business. But because midsize companies lack the resources of big companies, which can experiment with multiple new strategies and launch pilot projects, midsize firms are at risk when they divert scarce resources from their core business.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

DECEMBER 23, 2016

The company better aligned the workforce mix to its strategy, by optimizing different talent acquisition channels, manager spans of control (number of workers reporting to them), and worker mobility. The demonstrated success encouraged leaders to look beyond talent acquisition channel decisions.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

MAY 27, 2015

If policymakers hope to be successful in their efforts to promote entrepreneurs and small businesses, they need to know what works – in short, they need a “Playbook” for small business job creation. For each city or region the right mix of programs depends on what outcomes the leadership of that area is trying to achieve.

Entrepreneur 8

Entrepreneur Policies Banking Innovation 8

Harvard Business Review

AUGUST 21, 2013

Instead of thinking about driving value from the perspective of IT, or HR, finance, sales, or operations, leadership teams will think about a problem they want to solve or a process they want to change, and then align the full breadth of services (IT, HR, operations) needed to accomplish it.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Strategy Driven

JANUARY 24, 2011

This is a book for the times we live in—and one that for many companies could mean the difference between success and failure. If an organization can’t get things done, nothing else matters – not the smartest strategy, not the most innovative business model, not even game-changing technology.

Execution 68

Execution Company 360-Degree Feedback Cooper 68