Harvard Business Review

JUNE 29, 2012

For years, companies have been pouring money into people, processes, and technology that can help them manage risk. At a Global 50 consumer products company, management has developed a governance structure that allows it think about risk proactively, and has aligned its risk profile and exposures more closely with its strategy.

Risk Management 14

Risk Management Maturity EBITDA Management 14

The Empowered Buisness

JANUARY 2, 2014

So many companies fall short in their goals because they overemphasize strategy with little/no attention to the cultural aspects that drive it. The most ingenious strategy in the world will never come to fruition without creating the right culture to drive it. Strategy can be imitated by your competitors.

Company 135

Company Organization Cost Self-aware 135

Harvard Business Review

MARCH 10, 2017

Yet much of the data from sources such as CRM reporting tools and time studies is self-reported, and thus inherently flawed. Months later, the company discovered that account managers were still spending only one-third of their time meeting with customers, despite self-reporting a higher share of time.

Software 10

Software Metrics CRM B2B 10

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 12

Organization Tactics Call Center Metrics 12

Harvard Business Review

SEPTEMBER 6, 2017

Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change. This should lead to new strategies and, with them, new business-critical roles. Take insurance, for example. John Deere is a case in point.

Company 12

Company Insurance Engineering Software 12

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

JANUARY 26, 2015

For an organization to endeavor to change its culture, it needs to take its cue from what changes in its strategy. Here, we use our employee surveys as a tool for culture change. Using tools learned from Silicon Valley, GE launched FastWorks , which relies on lean start-up principles. Employee engagement.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

MARCH 16, 2016

It used to be “What’s your IT strategy?” ” Then it was “What’s your internet strategy?” ” Now it’s “What’s your digital strategy?” For example, could an eBay-like platform enable you to bring the discipline of competitive markets to your corporate services?

Strategy 8

Strategy Technology Strategic Planning Globalization 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 12

CEO FAQ Restructuring Performance Review 12

Harvard Business Review

MARCH 31, 2015

These are the choices that a business strategy comprises and they should drive the decisions a business unit’s management team, functions, and staff make every day, including pricing, R&D, where to manufacture, and many more. Does that make strategy, implementation, and execution the same thing? Absolutely not.

Execution 8

Execution Strategy Mission Statement Definition 8

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

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. The challenge for executives is, of course, to manage their conflicting goals, or so-called trade-offs. Why is it that? That might sound strange.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 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

FEBRUARY 9, 2011

It may seem counterintuitive, but smart companies need to routinely rid themselves of less profitable customers, the same way an asset manager or rebalances an investment portfolio or a Major League Baseball general manager trades a declining player. So how does one take full advantage of a 'window to winnow'?

P&L 14

P&L Supply Chain Retail Price 14

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

Harvard Business Review

NOVEMBER 17, 2017

Ensuring that the company is investing behind the change means that leaders recognize that the budget process is one of the most important tools in closing the strategy-to-execution gap. Cost isn’t an exogenous variable to be managed—it is the investment in doing the most important things well. Execute the strategy.

Execution 15

Execution Strategy How To Budgeting 15

Harvard Business Review

DECEMBER 13, 2016

The bank was using a project management tool, but the lack of discipline in keeping it up to date made it largely fruitless. Capacity, not strategy, was determining which projects launched and when. I have over 20 years of experience in prioritizing, selecting, and managing projects. What was she meant to do?

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

OCTOBER 17, 2017

There is general consensus that a major solution lies in better managing and preventing adult chronic diseases such as diabetes and heart failure. These include infant safety and injury prevention, social work, legal advocacy, case management, tutoring, fitness classes, nutrition and lactation, mental health, and dental care.

Health Care 10

Health Care Metrics Efficiency Absenteeism 10

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 Takes the Lead.

Marketing 9

Marketing Content Insurance Brand 9

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

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. Take the cereal business, for example.

Strategy 12

Strategy Mass Marketing Business Model Brand 12