Harvard Business Review

NOVEMBER 23, 2010

In a downbeat tone the manager of a fast-growing healthcare provider rattled off a list of reasons that her company was turning into a numbers-driven organization: Industry regulations required it, Medicare reimbursement policies required it, and delivering specialized services required yet another form of quantitative analysis.

Entrepreneur 14

Entrepreneur Strategy Telecommunications Software 14

Harvard Business Review

SEPTEMBER 21, 2018

This isn’t all that surprising given the level of innovation activity in these sectors, but directors operating in similarly disrupted sectors should take note. Instead, boards typically looked for expertise in their firms’ industry (51%), strategy (34%), and financials (30%). Again, we found differences among industries.

Innovation 8

Innovation Short-term Telecommunications Long-term 8

Harvard Business Review

NOVEMBER 9, 2011

What role does he or she play in the organization? Only two of the 37 organizations we studied had appointed more than two COOs in their history; in 27, the current COOs had only one predecessor; and in the remaining eight corporations, the incumbents were the companies' first COOs. Does your company have a COO today?

COO 11

COO Sample Telecommunications Automotive 11

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world. Is your organization prepared?

Competitive Advantage 14

Competitive Advantage Leadership Telecommunications Talent Management 14

Harvard Business Review

JULY 5, 2011

It is rare to find an American company that is not developing a market strategy to benefit from the rapid growth of emerging markets such as Brazil, India, and China. As the recent deadlock in the latest Doha Round talks in the World Trade Organization (WTO) illustrates, it's not clear that U.S. It is time for U.S. 50, February 2001).

Strategy 9

Strategy Globalization Politics Telecommunications 9

Harvard Business Review

JULY 31, 2012

Sophisticated sales organizations now have the ability to combine, sift, and sort vast troves of data to develop highly efficient strategies for selling into micromarkets. In fact, we've found that micromarket strategy is perhaps the most potent new application of big-data analytics in B2B sales. Yet the payoff is huge.

B2B 13

B2B Chemicals Analysis B2C 13

Harvard Business Review

NOVEMBER 23, 2010

Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. Ive seen this in the organizations where Ive consulted.

Process 14

Process CEO Insurance Banking 14

Harvard Business Review

DECEMBER 2, 2011

Frequently, stressed and harried managers look up the organization hierarchy and assume that they'll have greater control of their time when they advance to the C-suite. So, forget work-life balance and think personal organization and finding ways to relax. The same logic applies to preparing to operate as an executive.

Stress 15

Stress Telecommunications Goleman Emotional Intelligence 15

Harvard Business Review

OCTOBER 28, 2013

But as the tech wave has continued to sweep the globe, the environment for all organizations, including non-tech ones, has shifted from stability and predictability to rapid, unpredictable change. Organizations need to enhance their design and capabilities to survive and stay competitive in a world where innovation matters more.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

Harvard Business Review

NOVEMBER 23, 2010

He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. When artisans have no understanding of their cash flows, they fail prey to spending a big percentage of their working capital, without meaning to, on non-business issues that usually cripple their operations.

Books 13

Books Guidelines Banking Telecommunications 13

Harvard Business Review

MARCH 16, 2015

We interviewed 24 CEOs and asked them to name the biggest challenges facing their organizations. Their concerns fell into three broad categories: talent, operating in a global marketplace, and regulation and legislation. Operating in a Global Marketplace. Talent Management. Talent pipelines were also a concern.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

OCTOBER 29, 2013

health care go vastly farther in streamlining operations, standardizing protocols, and rationalizing facilities to create focused hospitals for heart surgery, hernia repairs, cataract surgery, hip and knee replacements, organ transplants, or even cancer treatment — anything that’s not an emergency procedure and can be scheduled in advance?

Health Care 8

Health Care Cost Lean Production Offshoring 8

Harvard Business Review

APRIL 26, 2013

In my eyes, the work Steve Blank, Eric Ries, and others have done to provide a cogent, accessible frame around the academic concepts of emergent strategy is one of the most important contributions to the innovation movement over the past few years. That''s not right. Be prepared for lean''s consequences.

Ries 8

Ries Telecommunications Business Model Competitive Advantage 8

Harvard Business Review

DECEMBER 28, 2012

Perhaps equally significant for managers is that the new workers — no matter how many of them there are — will operate differently than their predecessors. Here are a few thoughts about what you can do: Conduct a demographic risk-analysis of your team or organization.

Telecommunications 8

Telecommunications Chemicals Health Care Planning 8

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. Starting in the 1970s, the country's ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics.

Six Sigma 15

Six Sigma Kaizen Govindarajan Telecommunications 15

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole. Well need to enable cross-boundary judgment.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

NOVEMBER 29, 2010

He also founded Bubblegeneration, an agenda-setting advisory boutique that shaped strategies across media and consumer industries. All the above are true, and theyre factors that raise the perceived benefits of mega-banking. But perhaps the costs have risen, too. But perhaps the costs have risen, too.

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

OCTOBER 30, 2014

Build a joint local strategy. But the real power of the partnership comes from their ability to bring the best of each of their departments—as well as pricing, operations, and other groups—to bear in exploiting those micromarket opportunities. Here are three important elements of the CMO-CSO partnership to get right: 1.

Marketing 8

Marketing Guidelines B2C Analysis 8

Harvard Business Review

DECEMBER 26, 2014

The phenomenon of fast-track CEO succession appears to be most prominent in the retail, technology, media, and telecommunications sectors—all of which are particularly affected by disruptive business models and new competitors. A fast-track CEO succession should be the product of a deliberate strategy, not of desperation.

CEO 9

CEO Contingency Plans Telecommunications Planning 9

Harvard Business Review

NOVEMBER 25, 2015

In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. 3) What processes in an organization affect culture? How to Measure Total Motivation We survey employees of an organization, asking six questions–one for each motive.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

DECEMBER 28, 2015

Organizations have a strong sense of their own value and an unswerving commitment to high quality care but little appreciation of others’ worth in their local, regional, or national systems. The answer is the organizations in which they work and the pressures, incentives, and regulations under which they operate.

Health Care 8

Health Care System Telecommunications Quality 8