Harvard Business Review
APRIL 14, 2017
IT was using AI to resolve employees’ tech support problems, automate the work of putting new systems or enhancements into production, and make sure employees used technology from approved vendors. And it wasn’t just to detect a hacker’s moves in the data center. AI wasn’t new at Microsoft.
Harvard Business Review
SEPTEMBER 14, 2015
There was a heartening rally between 1996 and 2004, when growth returned to its 1950s/1960s levels of 3% — a performance almost universally attributed to the efficiency gains from information technology. decline on the back of a flat 2013 and +0.7% in the 1980-1995 period. When the first quarter of 2015 revealed a 3.1%
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Harvard Business Review
NOVEMBER 5, 2013
The Boston Red Sox 2013 World Series championship will long be remembered as proof that you can turn around nearly anything. I’ve been involved with turnarounds for years, including observing and writing about the Red Sox 2004 World Series win that reversed many decades of being almost-rans.
Harvard Business Review
OCTOBER 21, 2016
Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. Coca-Cola, for example, faced a water shortage in India that forced it to shut down one of its plants in 2004. These require sophisticated, sustainability-based management.
Harvard Business Review
MARCH 31, 2016
In 2013, Johnson Controls invited developers to help them build Panoptix, an energy efficiency platform for buildings and office space. In 2004, the residual assets were sold off for a mere $7 million, a tiny fraction of the $500 million auto manufacturers had invested. Failure to engage developers.
Harvard Business Review
OCTOBER 20, 2014
But as Apple’s profits multiplied from 2004 through 2011, it was clear that, as you now call it, “ return of capital ” to shareholders was not a pressing priority for Mr. Jobs. You clearly have a different point of view on distributions to shareholders.
Harvard Business Review
DECEMBER 22, 2014
In June 2013, Dallas-based Mary Kay exited from India after six years and over $20 million invested. Ambassador to India from 2004 to 2009, was more successful in part because his long tenure enabled him to gain trust, respect and apply his learning effectively. But it won’t be “India’s fault,” in our view.
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