Center for Creative Leadership

JUNE 22, 2020

They must focus on multiple facets of the business instead of ensuring success in a single area. This turbulence creates a pressure on the organization as a whole, and leaders in particular, who are responsible for guiding the way through change and innovation. Think strategically.

Leadership 106

Leadership How To Long-term Short-term 106

Harvard Business Review

MAY 14, 2013

Organizations should have their moonshots. They''re a keystone of what we call a "future-back" approach to strategy, which unlike the "present forward" nature of most strategic-planning processes, doesn''t operate under the assumption that tomorrow will be pretty much like today, and the day after pretty much more of the same.

Scenario Planning 8

Scenario Planning Consensus Strategic Planning Innovation 8

Harvard Business Review

MARCH 23, 2011

How to successfully deal with a new radical state of uncertainty will require leaders to reset their organizations, reframe their perceptions of problems and opportunities, and, most important, rethink the way they think.

Uncertainty 14

Uncertainty Supply Chain Scenario Planning Sharpe 14

Strategy Driven

OCTOBER 25, 2013

Thinking Through the Strategies. The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. Any company or organization is like a tree. Our strategy to address the crisis was three-fold. Next comes Crisis Planning.

Crisis Management 81

Crisis Management Crisis Risk Management Budgeting 81

Harvard Business Review

JANUARY 31, 2013

They are used mostly for assembling models and prototypes, but also have been used to make intricate aerospace components and even replacement human organs. In this environment, manufacturing companies are rethinking their location strategies and not simply following the path of lowest wages.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Harvard Business Review

FEBRUARY 14, 2011

What is needed now are well thought-out nonmarket strategies — beginning with a recognition that a nonmarket strategy is much bigger than litigation and purchasing political risk (though both are valuable). Thus managers play it safe, choosing to replicate rivals' strategy and, ultimately, to earn close-to-the-mean returns.

Strategy 13

Strategy Politics Short-term Long-term 13

Strategy Driven

JANUARY 8, 2019

It’s about coming up with possible scenarios for the future given these developments. The simplest way to imagine and prepare for the future is to devise intelligent strategies that will serve your company well. Organizations will also need to rethink their relationships with customers.

Flextime 74

Flextime How To Scenario Planning Consultative 74

Harvard Business Review

JANUARY 14, 2015

In 2013, we conducted a number of interviews and surveyed 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings. Let planning trump politics. To inject some predictability into the most crucial of organizational interactions, he uses scenario planning to map out strategies.

Politics 8

Politics Strategy 360-Degree Feedback Mentor 8

Harvard Business Review

JUNE 7, 2017

The success of the proposal requesting increased disclosure by ExxonMobil suggests that we have reached a tipping point within the investment community in the recognition of climate risks. Boards will have to demonstrate competence at monitoring the organization’s transformation process.

Tips 8

Tips Supply Chain Proposal Decentralization 8