Harvard Business Review

JUNE 2, 2015

He also emphasized in a 1999 book that “the wrong structure can doom all other market-driven initiatives in the organization to failure.” Moreover, customer-centric firms that operated in highly competitive markets had 69% lower performance, compared with product-centric peers. In his 2006 survey of U.S.

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. They are not employees; they are contingent workers who are nonetheless vital to an organization’s R&D, marketing, and other key processes.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

NOVEMBER 4, 2014

Do we see similar patterns when we look at company level—and particularly at multinationals that operate in multiple countries? Specifically, are companies from advanced economies failing to keep up with the big shift? There are indeed some indications that point in this direction.

Globalization 8

Globalization Altman Sample Analysis 8

Harvard Business Review

NOVEMBER 4, 2014

Do we see similar patterns when we look at company level—and particularly at multinationals that operate in multiple countries? Specifically, are companies from advanced economies failing to keep up with the big shift? There are indeed some indications that point in this direction.

Globalization 8

Globalization Altman Sample Analysis 8

Harvard Business Review

APRIL 12, 2013

Such leaders understand that a push to undertake a new strategy or to redirect operational performance depends pivotally on how well they communicate with employees. In 2008, the coffee chain was struggling to maintain its market position and to ward off a growing set of competitive threats. Consider the example of Starbucks.

Company 8

Company Video CEO Crisis 8

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. As a result, companies operate below their potential. That’s because soccer players today work closer than ever before.

Cooper 15

Cooper Objective Short-term Incentives 15

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. As a result, companies operate below their potential. That’s because soccer players today work closer than ever before.

Cooper 8

Cooper Objective Short-term Incentives 8

Harvard Business Review

DECEMBER 13, 2017

This has been a remarkable year for the markets. The problem with giving division managers control of R&D, is that their compensation is typically based on division profits (which they largely control), rather than on the company’s market value (over which they have little control). MirageC/Getty Images.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

NOVEMBER 20, 2013

China leads all emerging markets with 89 companies on the latest Fortune Global 500 list of the world’s largest. To many skeptical consumers in developed markets, Brand China still means lower quality. Western brands also want access to China and recent global market turmoil has exposed many targets for astute Chinese brands.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

SEPTEMBER 17, 2015

Improving value can only happen when providers align the focus of their clinical teams and their market strategy on achieving excellent outcomes, and in turn invest the resources to measure and report them. In 2005, when Prof. The final result?

Health Care 8

Health Care Fraser Price Compliance 8

Harvard Business Review

JUNE 14, 2017

It began soon after the global financial crisis of 2008. According to World Bank data , merchandise trade grew from 16% of global GDP in 1990 to 26% by 2008. And, according to McKinsey & Company , cross-border data flows today are more than 20 times what they were in 2005. Similarly, at 33.6%

Merchandising 8

Merchandising GDP Supply Chain Globalization 8