Harvard Business Review

JANUARY 18, 2012

In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. They are innovating in ways that create virtuous circles for a generation or more."

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JUNE 19, 2014

In 2002, the year Alibaba.com first became profitable, founder Jack Ma gathered a handful of employees in his office and told them there was a secret project that they had the opportunity to join. Today, Alibaba looks more like a conglomerate than a typical tech company, with a diverse set of businesses operating largely independently.

Porter 8

Porter Decentralization Film Project 8

Harvard Business Review

JANUARY 14, 2015

But the truth is that, for the most part, they redefine minimum requirements for operating in a given industry — not advantages. These investments included Nordstrom.com and a perpetual inventory system that allowed Nordstrom to offer a consistent multi-channel experience by 2002. Innovation Strategy Technology'

Strategy 8

Strategy Competitive Advantage Business Model Technology 8

Harvard Business Review

NOVEMBER 19, 2015

This requires applying different approaches to strategy and execution in different parts of their business, as well as constantly re-balancing exploitation (generating cash to support growth) and exploration (finding winning products and models). 3M owes part of its innovative success to the “new product vitality index.”)

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

MARCH 6, 2014

Tom Falk, the CEO of Kimberly-Clark Corporation since 2002, talks about how the paper company is taking on environmental issues and has been practicing sustainability for 140 years. We first introduced Neve Compacto, a low-energy paper product, in Italy, to help retailers save shelf space and moms save room in their storage closet.

CEO 8

CEO Company Reputation Energy 8

Harvard Business Review

JUNE 2, 2015

.” A good example of customer-centricity is Tumi , the innovative U.S.-based Each division focuses on one customer group — premium customers or young adults, for example — and, through research, designs products for that segment. based maker of suitcases, which has been customer-centric since its founding in 1975.

Restructuring 8

Restructuring Company Henderson Health Care 8

Chart Your Course

JUNE 30, 2016

The Five Dysfunctions of a Team: A Leadership Fable (2002). Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). By Patrick M. By Daniel H. By David Ulrich.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Strategy Driven

OCTOBER 11, 2013

Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. Not only was this a shift in company focus and customer orientation, but it put high-volume tire production and sales as the only priorities. Doing Things as We Always Have. Those We Bring Upon Ourselves.

Crisis 66

Crisis Crisis Management Retail Budgeting 66

Harvard Business Review

JANUARY 15, 2018

And they face an even greater challenge: maintaining flawless consistency, while simultaneously being innovative and cutting-edge. Unlike test kitchens of large chains or FMCG products, the team would work in R&D during the winter and then resume restaurant operations during the summer.

Innovation 8

Innovation Project Creativity Open-book 8

Strategy Driven

FEBRUARY 4, 2011

Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. Operational Statistics. A major report to the United Nations Millennium Summit calls for changes in the way in which peacekeeping operations are organized and financed. One out of every 12 businesses fails.

Ethics 69

Ethics Cost Crisis Learning-by-Doing 69

Harvard Business Review

NOVEMBER 7, 2013

The shutdown will be completed by early 2014, bringing to a close a dramatic story of rise and fall at the hands of disruptive technological innovation, or what we have called “ big bang disruption.” At its peak, the company operated 10,000 stores. As recently as 2002, the company had a market value of $5 billion.

Disruptive Innovation 8

Disruptive Innovation Intangible Assets Retail Innovation 8

Harvard Business Review

MARCH 31, 2016

Studying these successes and failures, we’ve identified half a dozen key reasons platforms fail, all of which boil down to managers’ misunderstanding of how platforms operate and compete. Conceding defeat in 2002, eBay bought PayPal for $1.4 It’s not enough to open the door and set the table.

Participative 8

Participative Software Market Penetration Marketing 8

Harvard Business Review

OCTOBER 10, 2018

After breaking even in 2002, net profits continued to rise, to 3.8 Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. Gerrie Fourie, its current CEO, called it “innovating around frustrations.” Importantly, profits kept pace.

Banking 8

Banking Industry Bottom-up Resistance 8

N2Growth Blog

SEPTEMBER 29, 2010

As someone who has worked with managers at all levels since 2002, coaching, mentoring, guiding, providing advice, facilitating conversations, creating space for reflection. I find this especially true when coaches work with executives in operations. That workshop in coaching skills is a long way from the world of the factory floor.

Blog 385

Blog Mentor Advice Brand 385

Harvard Business Review

NOVEMBER 19, 2018

They’re more productive , more profitable , more innovative , and they pay better. ” For example, productivity has grown dramatically in the retail sector since 1990; inflation-adjusted sales per employee have grown by roughly 50%. Andrew Brookes/Getty Images. Those who work for the competition aren’t.

Software 8

Software Company Competitive Advantage Henderson 8

Harvard Business Review

OCTOBER 10, 2016

Similar to the advance of “standardized process” in the early 20th century, digital is not just the new product to offer our customers (e.g., employees, customers, free agents, communities we operate in) and so much more. employees, customers, free agents, communities we operate in) and so much more.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8