Harvard Business Review

NOVEMBER 19, 2015

This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations. Companies in the success trap over-exploit their current business models and fail to renew or grow future growth options.

Company 8

Company Succession Maturity Long-term 8

Strategy Driven

FEBRUARY 4, 2011

Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. By maintaining an awareness of further changing environments, there are further opportunities to be successful, ethical and move ahead of the competition. The stock market is down 25%.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

JANUARY 20, 2012

When Palmisano took over in early 2002, IBM had four main businesses each organized on a global basis: hardware, software, services (such as back-office outsourcing), and personal computers (PCs). The workforce in India, China, Brazil, and other growth markets exploded in just 36 months. Step 5: Take care of succession from within.

Software 15

Software Outsourcing Committee Consultative 15

Ask Atma

MAY 20, 2012

Examples could come from art, comics, film, music, architecture, economics (weird black markets), music, media, etc… Creating opportunities for team members to communicate and share both creatively and intellectually improves team communications and fosters innovation. 5) Operational Transparency -.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

APRIL 30, 2013

Between 2002 and 2012, the shareholder return of the average airline company rose an uninspiring 5.6% Of the worst-performing industries between 1992 and 2002, almost 60% percent wound up in the top half in the most recent 10-year period. Second, top-quartile companies operate more profitably than other companies.

TSR 8

TSR Industry Company Airlines 8

Strategy Driven

MARCH 11, 2011

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. This archaic mindset flies in the face of progressive supply chain management, which successful companies now embrace. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57

Harvard Business Review

AUGUST 6, 2014

At the time, though, we were just in search of a new approach to building a sustainable business in that critical but often difficult market. In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. search engine company Inktomi in 2002.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9

Harvard Business Review

OCTOBER 1, 2014

The success of the Indian Space Research Organization (ISRO) in placing the Mangalyaan satellite into orbit around Mars last week has three important lessons for companies about winning in emerging markets: big ambitions are critical, constraints can be liberating, and India can be an R&D powerhouse. This is a serious mistake.

Innovation 8

Innovation Constraint Engineering Automotive 8

Harvard Business Review

MARCH 2, 2012

As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. economy, expands America's global trade, and attracts foreign companies to base operations in the U.S. to take advantage of America's talented leaders.

Competitive Advantage 13

Competitive Advantage Globalization Development Intellectual Capital 13

Harvard Business Review

JANUARY 18, 2012

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. The real story behind IBM's success is the course Palmisano set for 21st century global enterprises. They listen as well as they speak.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

OCTOBER 20, 2011

You can't sit around being fearful; you must act, like Herb Kelleher, who insisted on cutting costs and running lean operations in good times, so that they would be prepared for the next storm, imagined or real. Markets down? Market hype? How do you lead successfully in an uncertain, disruptive, even chaotic world?

Skills 15

Skills Leadership Airlines Long-term 15

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. It has now become the largest bank in the country. Importantly, profits kept pace. Resisting revenue temptations.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

AUGUST 10, 2012

It has been our responsibility to lead the consortium of IT partners involved in designing, building, and operating the massive, mission critical IT infrastructure and solutions that support the Games. Our success depends on our strengths in partnering and building on prior work. A few facts might hint at the scale of this challenge.

Committee 14

Committee Project Audience Information Technology 14

Harvard Business Review

AUGUST 10, 2016

On August 1 Uber announced that it is selling its Chinese brand and operations to Didi Chuxing for $1 billion, its annual burn rate in that market, in exchange for a 20% stake in the local competitor. Riding network economies to success requires not only getting big fast but also sustaining that size advantage over time.

Network Economy 8

Network Economy Globalization Discount Constraint 8

Harvard Business Review

MARCH 31, 2016

The success of platform businesses like Alibaba, Airbnb, and Uber is so remarkable that discussion about them often misses just how hard they are to build. For every successful platform, there are many more that struggle or simply don’t make it. For years Apple’s market penetration hung in the single digits.

Participative 8

Participative Software Market Penetration Marketing 8

Harvard Business Review

NOVEMBER 19, 2018

“How long does it take for her to interact with a market that isn’t nearly monopolized?” have grown more concentrated in the past 20 years, meaning that the biggest firms in the industry are capturing a greater share of the market than they used to. The result is that large firms are gaining market share.

Software 8

Software Company Competitive Advantage Henderson 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. What successful companies are doing right.

Strategy 8

Strategy Competitive Advantage Business Model Technology 8

Harvard Business Review

AUGUST 12, 2013

Or at least the market''s. Occasionally they get much more involved, as with Eddie Lampert''s seemingly permanent ( and not exactly successful ) takeover of Sears and Kmart. The very rarity of such interventions helps make them successful. Which is more than be said of a lot of other financial-market endeavors.

Hedge 8

Hedge Short-term Long-term Finance 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. Our Brazilian team saw how well it was working there and adapted it for use in their market. It’s been a huge success there.

CEO 8

CEO Company Reputation Energy 8

Harvard Business Review

JANUARY 9, 2014

To foster it, they often give sales its own learning and development team, recruiting specialists, compensation plan, and management and IT systems — but now they’re finding that those differences can hinder success as much as they support it. In one account alone, the improvements have driven $3.5 million in incremental revenue.

Team 9

Team Metrics Compliance Attrition 9

Harvard Business Review

OCTOBER 8, 2012

The prevailing feeling is that "we're in the same boat together": success will reflect well on everyone, whereas failure could hurt people's careers. So people initially operate in a positive atmosphere of " swift trust." area during the sniper attacks in 2002.

How To 8

How To Environment Storytelling Bond 8

Harvard Business Review

AUGUST 17, 2015

“To be a successful freelancer, you need to be self-motivated and able to work without someone looking over your shoulder,” says King. “Pay them market rate,” says Pink, “and if you value their work pay them more.” Here’s how to successfully navigate your relationship with contractors.

Management 8

Management Tips Performance Review Project 8