Strategy Driven

DECEMBER 29, 2016

Franchising is a the ultimate definition of scale where a business owner removes themselves completely from operational responsibilities in order to become a coach to others who wish to enter the world of entrepreneurship. billion and a boat that is larger than some countries.

Franchising 50

Franchising System Entrepreneur Strategic Planning 50

Steve Farber

MARCH 27, 2017

Dogtopia had been around since 2002, and it already had engaged and passionate franchisees, as well as systems that focused on the safety and well-being of the dogs. One of Gill’s first new hires was an “emotionally intelligent” VP of operations. Roll in the mud with your new friends. Teach me everything I can learn.'”

Company 40

Company Mission Statement Market Segmentation Franchising 40

N2Growth Blog

APRIL 2, 2010

Blogging since 2002, being actively involved in digital marketing since the early 90′s, and being online since the days of the ARPANET I have a bit of history with most things digital. If you find all the noise around social media to be confusing, rest assured that you’re not alone. This is where much of the true complexity lies.

Media 382

Media Blog Tools Influence 382

Harvard Business Review

OCTOBER 31, 2012

If we're to actually get better at innovation, we need to understand the operating conditions that lead to it and move past the bigotry and biases. To do so, let's look at two distinguished firms side by side to see how innovation is entirely independent of size and more a function of different operating rules.

Operations 17

Operations Innovation Industry CEO 17

Harvard Business Review

MARCH 13, 2015

It’s impossible to have a good strategy poorly executed. That’s because execution actually is strategy – trying to separate the two only leads to confusion. And no one can describe “strategy execution” in a way that does not conflict with “strategy.”

Execution 8

Execution Strategy Sull Charan 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

AUGUST 28, 2018

They had to work in sequence, meaning they had to streamline the operation first — before they could launch their new growth effort. The underlying trouble had been McDonald’s working from an inside-out perspective: what fit with its current infrastructure and operations.

Productivity 8

Productivity Products Decentralization Resistance 8

Harvard Business Review

NOVEMBER 29, 2013

Foreign investors have flocked to the country’s shores as many of the world’s largest manufacturers have established operations there. percent average annual increase in GDP in 1990 to 2002, and 7.2 percentage points in 1990-2002, and 0.3 It boasts 85 companies in the Global Fortune 500 list of the world’s largest corporations.

GDP 13

GDP Supply Chain Globalization Technology 13

Harvard Business Review

JANUARY 10, 2012

It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. But not at IBM. Fostered global teamwork.

Globalization 15

Globalization Human Resources Diversity Long-term 15

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. Strategy'

TSR 8

TSR Industry Company Airlines 8

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. His first act was to abolish IBM's corporate executive committee. When the U.S.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

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). Adopt the right approach to strategy and execution in each part of the business.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

AUGUST 6, 2014

Yahoo’s forays into China started with a build strategy, which later became a buy strategy and ultimately morphed into a partnership strategy. search engine company Inktomi in 2002. By mid-2004, however, the operation was mired in conflict over control and differences in management style. Build, Buy, Partner.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

AUGUST 10, 2012

Rowe didn't walk in with a new strategy and try to force a cultural shift to achieve it. Instead, right from the start, he, along with Ron Williams (who joined Aetna in 2001 and became its president in 2002), took time to visit the troops, understand their perspective, and involve them in the planning. Not an easy question. a share.

Health Care 14

Health Care Restructuring Resistance Long-term 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. To summarize, for all the interest in platforms, they are not a general panacea for the issues that all globalization strategies must confront.

Network Economy 8

Network Economy Globalization Discount Constraint 8

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

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

MAY 28, 2018

Notably tech firms acquired an average 250 tech companies annually between 2002 and 2011 and 350 in the years since. Sponsored by Accenture Strategy. Since 2015, our data shows that rate snowballing again, nearly quadrupling to an average of 1000 deals annually. The answer in too many cases is no. Insight Center.

Company 8

Company Business Model Price Technology 8

Harvard Business Review

OCTOBER 25, 2013

Chobani’s brand strategy focused on the taste, texture, affordability, and authenticity of its “real” yogurt. Or consider the Mini Cooper, a car that reentered the US market in 2002 after an absence of 30 years. Branding Marketing Strategy' Greek yogurt market, and nearly 20 percent of the total yogurt market.

Apparel 8

Apparel Brand Sports Advertising 8

Harvard Business Review

AUGUST 27, 2014

Sara Rynes, Amy Colbert, & Kenneth Brown conducted a study in 2002 to determine whether the beliefs of HR professionals were consistent with established research findings on the effectiveness of various HR practices. And yet that’s how many companies operate. And some will not offer a significant return on your investment.

Human Resources 14

Human Resources Tools Analysis Bottom-up 14

Harvard Business Review

JUNE 2, 2015

Our analysis of Fortune 500 firms shows that the strengths of the strategy are real: Customer-centricity does allow divisions to focus on specific customer segments, and this narrower focus increases their knowledge of those groups. Its 2002 restructuring offered little incremental benefit while adding cost and complexity.

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

NOVEMBER 1, 2017

Omada addressed these obstacles by creating a 16-week online behavioral-counseling curriculum with modules on nutrition, physical activity, and strategies to minimize stress. One of the barriers to getting prediabetics to participate in these in-person programs is the time and expense required to travel to and attend them.

Health Care 12

Health Care Participative Wireless Pharmaceuticals 12

Harvard Business Review

OCTOBER 11, 2011

Our own research on organizational strategy and leadership more broadly suggests a reason. Since 2010, we've been conducting an ongoing survey of managers' attitudes about the strategies of their organizations ( click here to take the not-for-profit version of the profiler). Why the disparity?

Crisis 12

Crisis Mayo Strategy Short-term 12

Harvard Business Review

MARCH 28, 2012

billion to acquire the webOS operating system, Hewlett-Packard discontinued its webOS-based series of smartphones and line of Touchpad tablets — losing its bet on a webOS-everywhere future. No company should confuse the strategy of buying into a big market with buying innovation that will bring tomorrow's growth.

Innovation 12

Innovation Company Biotechnology CFO 12

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 support legitimate social and environmental issues that are globally relevant but also have a clear fit with our brands and business strategies.

CEO 8

CEO Company Reputation Energy 8

Harvard Business Review

SEPTEMBER 28, 2017

Through my leadership development work with the United Nations (UN), I’ve been privileged to work with professionals who operate in some of the world’s most challenging contexts. Their missions’ success rests on their ability to stay resilient and perform effectively in adverse circumstances.

Stress 14

Stress Learning-by-Doing Report Project 14

Chart Your Course

JUNE 30, 2016

The Five Dysfunctions of a Team: A Leadership Fable (2002). Ineffective companies operate only from the other two layers. The respected but controversial former CEO of General Electric discusses the philosophies and strategies at the core of his leadership style that helped see GE’s value rise by 4000% during his tenure.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Strategy Driven

OCTOBER 11, 2013

The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. K-Mart closed 617 of its under-performing department stores and filed for Chapter 11 bankruptcy reorganization in 2002.

Crisis 58

Crisis Crisis Management Retail Budgeting 58

Strategy Driven

FEBRUARY 4, 2011

The Business Tree : Growth Strategies and Tactics for Surviving and Thriving by Hank Moore Any company or organization is like a tree. Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. Yesterday’s strategies simply do not work anymore.

Ethics 58

Ethics Cost Crisis Learning-by-Doing 58

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). Step 1: Craft the strategy and organization to implement the vision. The CEC was dissolved. Think Tahrir Square as a corporate process.).

Software 15

Software Outsourcing Committee Consultative 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

NOVEMBER 7, 2013

At its peak, the company operated 10,000 stores. As recently as 2002, the company had a market value of $5 billion. homes have broadband , and network operators continue to invest in ever-faster cable, satellite, and fiber-based technologies. Disruptive innovation Innovation Strategy' Then in 1997, Netflix happened.

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 Despite huge fanfare and an experienced platform leader, Google Health failed.

Participative 8

Participative Software Market Penetration Marketing 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. Here is my bottom line take. Ultimately, I agree with Peter. Its about results.

Blog 385

Blog Mentor Advice Brand 385

Strategy Driven

MARCH 11, 2011

The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. by Hank Moore. Who are the customers?

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57