In the CEO Afterlife

APRIL 24, 2017

Do Less Better is also a culture and a strategy of organizations and their leaders. What’s left in apparel and sporting goods is a good strategic fit with Nike’s operations. Strategy tells you what not to do. The glue that binds leadership, strategy, and execution is people—at every level of the organization. 1 Big Idea

Company 177

Company Apparel Competitive Advantage Long-term 177

Chartered Management Institute

APRIL 19, 2023

As a result, a more sustainable, ethical operational approach is now just good business sense; minimising the risks of climate change to the business, meeting stakeholder and investor needs, and increasing consumer appeal. The leaders in this space are not all giants, but all have integrated sustainability-led thinking from the top down.

Company 52

Company Tips Ethics Article 52

Harvard Business Review

NOVEMBER 19, 2012

Everyone thinks they have a digital strategy these days. But while your company may have a business or IT strategy that incorporates digital technology, an IT strategy does not equal a digital strategy. Because most IT strategies treat technology in isolation. Does your strategy capitalize on that?

IT Strategy 9

IT Strategy Strategy Class Offshoring 9

Harvard Business Review

MARCH 28, 2023

Can BMW convince stakeholders that its strategy is good for the environment and the company’s financial performance?

Environment 11

Environment Strategy IT Strategy Company 11

Harvard Business Review

MARCH 21, 2017

Walmart does need to shore up its e-commerce capabilities, but its attempts to out-Amazon Amazon aren’t a winning strategy. Now, in some cases, it can often lower prices than Amazon because Jet.com’s operating model doesn’t rely on holding inventory. Lore himself described free shipping as table stakes.

IT Strategy 11

IT Strategy Strategy Core Competence Price 11

CO2

APRIL 30, 2013

by Calvin Guyer We have all heard the phrase “Culture eats strategy for lunch (or breakfast, or dinner).” In both of the cases I’ve outlined here, the organization’s culture usually dictates its strategy. Complex systems, like modern aircraft, require a team effort to operate. So, what is your culture?

Executive Coaching 134

Executive Coaching Operations Strategy System 134

Harvard Business Review

JUNE 10, 2015

Therefore, the ability to manage operation and the capacity to inspire employees is no longer enough. Starting his career as a trainee at 7-11, he worked his way quickly through the ranks, gaining a reputation for operational excellence. To do that, he would need to integrate operations at a scale no one had thought possible.

IT Strategy 8

IT Strategy Strategy Operations Resistance 8

Tim Milburn

AUGUST 14, 2012

Labovitz and Victor Rosansky, co-authors of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance. The first step toward rapid realignment is to get leadership team members aligned with The Main Thing of the enterprise and its strategy. This is a guest post by Dr. George H. A chat room.

System 115

System Critical Success Factor Metrics Consultative 115

The Horizons Tracker

OCTOBER 20, 2019

The study explores the Chinese market after the country’s Ministry of Justice made online legal services a key part of its strategy. The study reveals that there are around 100 online platforms operating in the country for lawyers and other legal professionals to offer their services.

Budgeting 40

Budgeting Participative Marketing Operations 40

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. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 8

Strategy Company Banking Apparel 8

In the CEO Afterlife

JUNE 8, 2016

This article was written by Jennifer Horn for the June 2016 issue of Strategy Magazine. The change in management, which included Bell and Powell, meant a big change in how the company would operate in the following decades. That’s when the brand shifted its strategy, once again, and developed the long-standing “Better Beans.

Brand 100

Brand Brand Management Advertising Management 100

Harvard Business Review

NOVEMBER 2, 2017

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Insight Center.

Strategy 14

Strategy Company How To Supply Chain 14

Harvard Business Review

MAY 28, 2014

As Quartz reported last year: Members of the Glass operations team have been on the road showing it off to companies and organizations, and they told Quartz that some of the most enthusiastic responses have come from manufacturers, teachers, medical companies, and hospitals. Should Google revise its strategy to pursue that opportunity?

Strategy 10

Strategy Early Adopters Innovation Proposal 10

Harvard Business Review

FEBRUARY 12, 2014

In the January issue of HBR, Roger Martin sets out some rules for avoiding common mistakes in strategy making. As he writes in “ The Big Lie of Strategic Planning ”, the first rule is “keep the strategy statement simple.” The result: one planning document, many different strategies. I couldn’t agree more.

Strategy 13

Strategy Document Comparison Retail 13

Harvard Business Review

MARCH 14, 2014

Most organizational leaders struggle to align day-to-day activities with strategy, even though they know it’s important to do. The first — which we’ll call Company A — focuses on translating its strategy into action as quickly as possible. Before rewiring operations, leaders: wrestle with the nuances of the strategy.

Strategy 8

Strategy Restructuring Committee Short-term 8

Harvard Business Review

NOVEMBER 6, 2017

. “We found the perfect strategy” ranks with “And they lived happily ever after” as a perpetual myth. A strategy is never excellent in and of itself; it is shaped, enhanced, or limited by implementation. When a strategy looks brilliant, it’s because of the quality of execution. Insight Center.

Execution 8

Execution Strategy COO CEO 8

Harvard Business Review

MARCH 2, 2011

Among my questions to them: How are you thinking about strategy these days? Some tentative conclusions: There is not much of a market for stand-alone strategy studies any more. Strategy has triumphed, the installed base is huge, no self-respecting company would be without one. This poses a dilemma for consulting firms.

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

JULY 25, 2016

It outlined Tesla’s automotive strategy and it has been pretty much followed to the letter. Tesla’s initial strategy began like a start-up: to build a minimum viable product to test the market. Its strategy of coming into the market from the high end did not fit the typical demand-side disruption playbook.

Strategy 8

Strategy Automotive Mass Marketing Business Model 8

Harvard Business Review

DECEMBER 23, 2016

That leaves most organizations lacking a clear total workforce perspective and no integrated strategy to engage workers at the right time, cost, and contractual arrangement. The disconnect between HR and Procurement often means either choice is suboptimal on its own, so operating managers circumvent both HR and Procurement.

Strategy 8

Strategy Span of Control Finance How To 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. Operating as these companies do takes a lot of confidence.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

MAY 16, 2016

Strategic alignment, for us, means that all elements of a business — including the market strategy and the way the company itself is organized — are arranged in such a way as to best support the fulfillment of its long-term purpose. How well does your business strategy support the fulfillment of your company’s purpose?

Banking 14

Banking Strategy Film Operations 14

Change Starts Here

APRIL 24, 2012

The methods in this change guide have been used successfully by people in roles as diverse as human resources, organization development, project management, process improvement, IT, strategy management, sustainability and operations. What is included?

Webinar 78

Webinar Price Resistance Workshop 78

Harvard Business Review

OCTOBER 11, 2018

a cataract operation can cost $200 or less, compared with $3,500 in the U.S. In a 2010 review of its purchasing strategy, Ascension concluded that it didn’t really have an effective purchasing strategy at all. Ascension has another solid reason for pursuing its strategy.

Health Care 8

Health Care Insurance Cost Price 8

Harvard Business Review

OCTOBER 10, 2017

Tactical performance is how effectively your organization sticks to its strategy. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. We made a number of operational changes to the call center. Related Video.

Organization 13

Organization Tactics Call Center Metrics 13

Harvard Business Review

MAY 9, 2012

Through the first half of the last decade, a foundation of Nokia's competitive advantage was its unmatched ability to customize a wide variety of phones for operators. 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

JUNE 2, 2014

Like a startup, you have to get the market fit right, but you also have to fight the corporate systems at the same time, dealing with the rules, procedures, and approval processes that every big company has in place to support its strategy. By and large, corporate strategies and the internal rules they engender are good and useful.

Innovation 12

Innovation Conflict of Interest Strategy System 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 13

Company Insurance Engineering Software 13

Harvard Business Review

JUNE 10, 2014

An innovation strategy has to include both. Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. How has this strategy worked? Well, since 1985, Intel has generated cumulative operating income before depreciation of $287.4 Let’s examine a few examples. Absolutely.

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 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. However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

FEBRUARY 5, 2016

The continent’s long-term potential remains attractive, but a company’s success in the current environment will depend on its strategy. Companies operating in SSA cannot ignore the country, even though it will suffer substantially from the impact of low oil prices on the currency and business activity.

GDP 8

GDP Politics Marketing Bottom-up 8

Harvard Business Review

JANUARY 26, 2015

How do they match a shift in strategy (which is called for in times of change) with a shift in culture? I suspect that many organizations get into trouble not because of a failed strategy but because of a frozen culture. GE now operates in 175 countries across the globe.) The context demanded operational excellence.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

MAY 30, 2014

Southwest Airlines’ decades-long strategy of “short-haul, high-frequency, point-to-point, low-fare service” produced what was not only one of the best-performing airlines in the U.S. For over 50 years, Wal-Mart has pursued essentially the same strategy of “offering the lowest price so its customer can live better.” Or consider U.S.

Company 8

Company Supply Chain Airlines Health Care 8

Harvard Business Review

JANUARY 18, 2012

Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative. When the U.S. It is not about you.

Globalization 16

Globalization Golden Parachute Short-term Long-term 16

Harvard Business Review

JUNE 29, 2012

But what about the more strategic risk areas, such as those related to emerging market entry or acquisition growth strategies? 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

Harvard Business Review

AUGUST 21, 2013

In order to see the future more clearly, it''s almost always helpful to look back — and this certainly goes for IT and its ever-increasing impact on operations, and ultimately on competitive advantage. Yet with each wave, the criticality of IT to basic operations and delivery of service to customers continues to escalate.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

JULY 2, 2015

However, the sources of demand in each country differ, which will affect your strategy. Finally, operating conditions differ significantly within the country groups. Every company requires a way of calibrating its strategy to the growth drivers in its industry, and developing a geographic value map.

Marketing 8

Marketing Benchmarking Globalization Construction 8

Harvard Business Review

NOVEMBER 2, 2016

A company that creates a sustainable competitive advantage, executes well and reinvests to solidify its strategy will find that its share price accurately reflects its value. And if there is no arbitrage to be had, most activists will hunt elsewhere. So how can boards ensure their company is able to grow sustainably?

Company 8

Company Bureaucracy Long-term Competitive Advantage 8