The Horizons Tracker

MARCH 23, 2020

Accenture identified five factors that they believe are key to digital success, and which distinguish those at the head of the pack from the laggards behind: Progress : The extent to which companies apply new technology to evolve business processes across the enterprise.

How To 85

How To Technology Maturity Agility 85

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.

IT Strategy 8

IT Strategy Strategy Class Offshoring 8

Six Disciplines

FEBRUARY 13, 2015

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. In every day processes, as the organization changes, the "current" approach to doing things becomes less aligned with the goals of the company.

Constraint 70

Constraint Objective Resources Goal 70

Six Disciplines

OCTOBER 4, 2011

By management system, they're referring to the integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets.

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

OCTOBER 4, 2011

By management system, they're referring to the integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets.

System 85

System Balanced Scorecard Execution Strategy 85

Six Disciplines

MARCH 21, 2011

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. In every day processes, as the organization changes, the "current" approach to doing things becomes less aligned with the goals of the company. It's what we describe in detail in Discipline III.

Constraint 101

Constraint Objective Video Resources 101

CO2

APRIL 30, 2013

In both of the cases I’ve outlined here, the organization’s culture usually dictates its strategy. When it doesn’t (when strategy isn’t shaped by culture), customers and employees tend to get thrown by the bull. So, what is your culture? Hire around your culture, not the technical needs of the position.

Executive Coaching 134

Executive Coaching Operations Strategy System 134

LDRLB

MARCH 14, 2011

This post is the third in a series about the various schools and models of making organizational strategy. Strategy is a mental process. If the entrepreneurial school introduced the idea that strategy is a mental process that leaders engage in, the cognitive school began the study of that mental process.

Survey 60

Survey Strategy Objective Consultative 60

Eric Jacobson

DECEMBER 1, 2014

The business extracts the precious metals from junked catalytic converters -- going into our interview we expected a straightforward story about buying, processing and reselling. Panhandle developed its strategy around dealing with this uncertainty. What surprises about small business did you learn during your road trips?

Travel 68

Travel PR Learning-by-Doing Open-book 68

Eric Jacobson

JULY 2, 2014

The business extracts the precious metals from junked catalytic converters -- going into our interview we expected a straightforward story about buying, processing and reselling. Panhandle developed its strategy around dealing with this uncertainty. What surprises about small business did you learn during your road trips?

Succession 77

Succession Travel Learning-by-Doing PR 77

Eric Jacobson

OCTOBER 13, 2014

The business extracts the precious metals from junked catalytic converters -- going into our interview we expected a straightforward story about buying, processing and reselling. Panhandle developed its strategy around dealing with this uncertainty. What surprises about small business did you learn during your road trips?

Travel 73

Travel Learning-by-Doing PR Open-book 73

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.

System 115

System Critical Success Factor Metrics Consultative 115

Skip Prichard

JUNE 26, 2019

Over the last decade, I have studied organizations of all sizes in all industries to understand and boil down the mindset, patterns, and processes that lead to remarkable performance. My research led me to develop the six-step process that allows companies to outsize: (Copyright Steve Coughran, Used by Permission). Steve Coughran.

Strategy 80

Strategy SWOT Company Customer Loyalty 80

Strategy Driven

DECEMBER 16, 2012

Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies. And as many companies have already learned, quality hiring is now mandatory.

Resources 70

Resources Talent Management Guidelines Quality 70

Strategy Driven

NOVEMBER 25, 2012

Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies. And as many companies have already learned, quality hiring is now mandatory.

Resources 56

Resources Guidelines Quality Long-term 56

Strategy Driven

OCTOBER 21, 2012

Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies. And as many companies have already learned, quality hiring is now mandatory.

Resources 50

Resources Guidelines Quality Long-term 50

The Empowered Buisness

JANUARY 2, 2014

A company’s culture consists of overt and covert factors. Overt factors involve what is tangible and observable – such as, strategic processes and behaviors within an organization. So many companies fall short in their goals because they overemphasize strategy with little/no attention to the cultural aspects that drive it.

Company 135

Company Organization Cost Self-aware 135

Strategy Driven

AUGUST 7, 2015

In the process, Reddit upset nearly everyone; investors, employees and its fanatical community of users alike. While addressing the sacred cow, the company failed miserably to articulate its strategy and gain support for its direction. Confusion reigned. There appeared to be a thrash-about in several simultaneous directions.

How To 50

How To Leadership Competitive Advantage Consensus 50

Strategy Driven

FEBRUARY 14, 2017

Your business thrives on how effective its marketing strategy is. Marketing is a concept that can almost consume a business that hasn’t got its strategy in order. This is a methodical and time-consuming process, but it is one that is completely essential to building up your customer base through marketing.

Marketing Strategy 52

Marketing Strategy Marketing Strategy Brand 52

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. Let me answer a few questions for you: Who is this for?

Webinar 78

Webinar Price Resistance Workshop 78

Harvard Business Review

MAY 11, 2018

Every process that is created, every system installed, every technology that is used, every structure that is designed, every job title that is given will reinforce or dilute the culture. Clarity around behavioral expectations allows us to bring much-needed clarity to the hiring process. Strategy and goal setting. ”

Teamwork 15

Teamwork Consensus Attrition System 15

Harvard Business Review

OCTOBER 10, 2017

Every step of the process was measured, and real-time metrics were easily accessible. Workers were carefully trained to follow processes exactly as they were laid out. Tactical performance is how effectively your organization sticks to its strategy. Precision made it easy for managers to oversee their employees.

Organization 10

Organization Tactics Call Center Metrics 10

Harvard Business Review

MARCH 14, 2014

Almost 80% of the more than 1,200 senior executives recently surveyed by PricewaterhouseCoopers believe that their organizations have the right strategic intent — but only 54% think they’re executing that strategy well. Before rewiring operations, leaders: wrestle with the nuances of the strategy. Why the gap?

Strategy 8

Strategy Restructuring Committee Short-term 8

Harvard Business Review

APRIL 13, 2016

Such mindsets become further embedded in systems, structures, processes, and cultures that are self-perpetuating. A company’s past is often deeply rooted in its culture, comprising habitual processes, rituals, and belief systems. There is a third, even more intractable problem: letting go of what made you great.

Company 8

Company Licensing Incentives Construction 8

Harvard Business Review

MARCH 27, 2014

Glacial processes. Procurement teams tend to rely on processes that are far too slow to support the business’s needs. Is it a process-oriented, savings-obsessed function? Or does it focus on customer service and helping the business achieve its strategy? Deep expertise is critical in each area.

Budgeting 8

Budgeting Objective Cost Globalization 8

Harvard Business Review

JUNE 2, 2014

Before you can scale the business, you have to understand what your customers really want and value, and how to deliver it to them — and that process requires a lot of flexibility. If your company puts you in charge of developing a foreign market or a new line of business, your challenges are in many ways similar to those facing a startup.

Innovation 9

Innovation Conflict of Interest Strategy System 9

Harvard Business Review

MAY 16, 2016

For example, as it grew, Facebook found that its early “move fast and break things” culture had to be funneled into focused technical teams and product groups to make its product development process faster and less erratic, and for it to have a chance of meeting the demands of its new public shareholders following its IPO.

Banking 12

Banking Strategy Film Operations 12

Harvard Business Review

MAY 18, 2015

This means identifying risks and opportunities early enough to allow the company to adapt its strategy or in extreme cases, change it. To become more agile, s tart by rethinking your competitive intelligence process. If you want your company to become more agile, start by rethinking the design of your intelligence process.

Competitive Intelligence 8

Competitive Intelligence Agility Workshop Definition 8

Harvard Business Review

OCTOBER 11, 2018

It also pursued process innovations that resulted in cost savings. Ascension has another solid reason for pursuing its strategy. Ascension’s strategy has no downside, only upside. That’s why other health care organizations should emulate its strategy.

Health Care 8

Health Care Insurance Cost Price 8

Harvard Business Review

FEBRUARY 5, 2013

The vast majority of strategic plans that I have seen over 30 years of working in the strategy realm are simply budgets with lots of explanatory words attached. This may be the case because the finance function is deeply involved in the strategy process in most organizations. And that day strategy prevailed over planning.

Planning 11

Planning Strategy Strategic Planning Budgeting 11

Harvard Business Review

DECEMBER 15, 2015

At that point, Alphatech’s management reassessed its strategy and sales approach. Creating the right sales processes and incentives. Next, Alphatech set out to redesign its sales processes in order to support its new strategy. Alphatech was selling a change process as well as hardware and software services.

Strategy 8

Strategy Team Discount ROIC 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. Companies in industrial businesses had to drive costs down and execution up and create foolproof processes to ensure quality. In fact, we defined growth as a process. Let’s take the 1990s.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

MAY 6, 2013

Define Your Strategy. CIOs need to develop an affirmative IT strategy that begins by identifying old behaviors to give up, new behaviors to adopt, and remaining behaviors to do differently. To that end, the role of the CIO must be strategic instead of tactical. This means a lot of change for enterprise IT organizations.

CIO 8

CIO Hamel Technology Tactics 8

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 13

Risk Management Maturity EBITDA Management 13

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. Moreover, they noted how noisy the process was.

Banking 16

Banking Retail Open-book Creativity 16

Harvard Business Review

OCTOBER 5, 2015

It sums up nicely the symbiotic relationship between culture, process and architectural design. Before the hospital brought in their architect, the care team devised its strategy and process for providing a new care model to mothers and their premature infants.

Ulrich 8

Ulrich Hotels Health Care Cost 8

Harvard Business Review

JUNE 26, 2013

When "the core functions of IT — data storage, data processing, and data transport — have become available and affordable to all," he wrote, IT would cease to be a source of competitive advantage. Carr predicted that an organization''s ability to compete through investing in information technology was about to change dramatically.

Supply Chain 8

Supply Chain Competitive Advantage Information Technology How To 8