Harvard Business Review

MARCH 28, 2012

This ongoing struggle raises an issue that is endemic in such acquisitions: In search of innovation, big companies often buy other companies whose most innovative days are almost at an end. An acquirer looking for innovation would have been likelier to try to buy Gateway, a company that is almost an after-thought now.

Innovation 13

Innovation Company Biotechnology CFO 13

Michael Lee Stallard

JUNE 23, 2010

In addition, Corporate Executive Board research shows that 40 percent of engaged employees are not aligning their behavior with organizational goals, The bottom line is that only one out of ten employees are both engaged and aligned with strategy. Connecting the U.S. The CNO is the head of the U.S. why is everyone smiling?

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

APRIL 29, 2015

Brian Fitzpatrick joined Google as a senior software engineer in 2005, shortly after the company’s IPO. Without any formal authority or role in organizational strategy, Brian drove broad change across the company. He had no formal authority as a leader, operating without any title or mandate.

Strategy 8

Strategy Power Idea Generation Project 8

Harvard Business Review

SEPTEMBER 14, 2011

In prior blog posts, we have described how Western multinationals such as Xerox and GE are embracing polycentric innovation by sourcing more R&D capabilities from emerging markets such as India and China and integrating them into a synergistic global innovation network. in close partnership with the University of Warwick. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

JUNE 12, 2014

Despite the technical nature of these innovations, there are a few broad managerial lessons that have emerged from this prominent patent case. Often, managers think about patent litigation as a “narrow” strategy to protect a particular technology against a specific infringer. Probably way more than Apple’s lawyer bills.

Marketing Strategy 8

Marketing Strategy Strategy Marketing Licensing 8

Rajesh Setty

OCTOBER 14, 2008

Quick bio of Sramana Mitra Sramana Mitra has been an entrepreneur and a strategy consultant in Silicon Valley since 1994. In later volumes, I will be zeroing in on more specific themes like Bootstrapping, Positioning, Innovation, etc. © 2005 - 2010 Rajesh Setty Podcast Powered by podPress (v8.8) SM : Inspiration.

Entrepreneur 28

Entrepreneur Licensing Newsletter Books 28

Harvard Business Review

OCTOBER 21, 2016

Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. This can disrupt a firm’s ability to operate on schedule and budget. These require sophisticated, sustainability-based management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

JUNE 12, 2017

Companies that offer good jobs today — with decent wages, predictable schedules, and opportunities for success and growth — do so by combining investment in people with operational choices that increase their employees’ productivity and contributions. We call this approach the Good Jobs Strategy.

Merchandising 8

Merchandising Retail Competitive Advantage Technology 8

Harvard Business Review

SEPTEMBER 4, 2017

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. We know that great ideas that drive breakthroughs in productivity come from human beings with the time, talent and energy to innovate. And wages are stagnant.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

NOVEMBER 22, 2017

One response to today’s climate crisis has been a belief that markets and corporate innovation will provide the solution. ” So while businesses are major contributors to escalating greenhouse gas emissions, they are also presented as offering innovative ways to decarbonize our economies. We get back to core stuff.”

Goal 8

Goal Short-term Insurance Policies 8

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. HR has helped the organization absorb more than 125 acquisitions since 2000 , and integrate globally, saving $6 billion since 2005. But not at IBM. HR reinvented the way it trained and developed talent.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

JANUARY 25, 2011

Well, Burrows was converted to the stores, at least: in a glowing 2005 piece, he professed that Apple had discovered what surely must be the future of retail. But this strategy comes at a price. Advantage instead went to the horizontal layers of chips and operating systems (cue Wintel).

Competitive Advantage 14

Competitive Advantage Software Health Care Long-term 14

Mark Sanborn

JANUARY 12, 2022

In fall 2021, HPU ’ s freshman class was larger than the entire student body was in 2005 and will have access to 62 majors and 64 minors. . Qubein, an alumnus of High Point University, became the seventh president of this 94-year-old institution in 2005. But the longer answer is hard work informed by visionary strategy.

Case Study 70

Case Study Education Learning-by-Doing Brand 70

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. And we received a flood of big ideas and game-changing initiatives and experiments from management innovators in all kinds of organizations around the world. Story by Bjarte Bogsnes.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. Virtually every executive is eager to see his or her organization innovate. They have to have autonomy.”.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Chart Your Course

JUNE 30, 2016

Ineffective companies operate only from the other two layers. Drucker passed away in 2005. The Innovator’s Dilemma (1997). Using the lessons of successes and failures from leading companies, Christensen presents a set of rules for capitalising on the phenomenon of “disruptive innovation.”. Winning (2005).

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. a 525-employee software company, began applying agile methodologies in 2005. This takes time. Systematic Inc.,

Agility 8

Agility White Paper How To Metrics 8

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. ” A good example of customer-centricity is Tumi , the innovative U.S.-based

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

MARCH 6, 2014

I shared our goals for 2005 with him. We support legitimate social and environmental issues that are globally relevant but also have a clear fit with our brands and business strategies. This was the first time we really put something down on paper. We look for a connection to the business objectives for the target market.

CEO 8

CEO Company Reputation Energy 8

Harvard Business Review

MAY 7, 2015

The 2005 refinery disaster at BP’s Texas City is an example of what can happen when these investments get neglected. What happened is very well documented: they kept running down the maintenance budget, pushing their operating budget to make their numbers. Strategies for staying ahead. Insight Center. Insight Center.

Short-term 8

Short-term Henderson Long-term Metrics 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. Indeed, these teams seem to use swarm intelligence, making decisions collectively and coming up with innovative moves on the fly.

Cooper 16

Cooper Objective Short-term Incentives 16

Harvard Business Review

JUNE 26, 2013

Still, if you''re dependent on coal-powered energy — or your value chain is — it''s time to rethink your energy strategy and reconsider the payback periods on clean energy investments. We''re operating in a "what can we get done" mentality, which is what passes for vision in Washington these days.

Payback Period 8

Payback Period Energy Politics Efficiency 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. So Howard Schultz, the company''s founder, retook the reins as its CEO and launched a drive to revitalize its operations from the ground up.

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. Indeed, these teams seem to use swarm intelligence, making decisions collectively and coming up with innovative moves on the fly.

Cooper 8

Cooper Objective Short-term Incentives 8

Harvard Business Review

OCTOBER 18, 2011

While these are all constructive strategies, they don't go far enough to challenge one fundamental assumption at the core of capitalism: that the for-profit firm is the only vehicle for organizing economic activity. British law created the Community Interest Company in 2005, and a number of U.S. Change the Rules.

CEO 11

CEO Incubator Supply Chain Entrepreneur 11

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

FEBRUARY 3, 2015

Make you more innovative. 2 (2005): 447–504. The sidebar “The Innovator’s Network Dilemma” presents convincing data that bears out this observation. The Innovator''s Network Dilemma A study by University of Chicago sociologist Ron Burt demon­strates the cost of inbred networks.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

DECEMBER 13, 2017

Some argue that profits are stagnant because of short-termism—that decades of focusing on current profits over long-run innovativeness has resulted, now, in companies that are hollowed out. One trend that has contributed to short-termism and lower innovativeness is the increased prevalence of outside CEOs.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

FEBRUARY 29, 2012

They overinvest in incremental innovation, and underinvest in innovations that would create "must haves" that would define new subcategories, which, with rare exceptions, are the only innovations that create real growth. They're unlikely to tee up major innovations that don't fall into their space.

Kahneman 14

Kahneman Tversky Company Innovation 14

Harvard Business Review

OCTOBER 15, 2012

An effective strategy must therefore either prevent discontent in the first place, or prevent it from spreading to a wider population. The third step is to understand the most effective strategies for countering insurgency. The same strategy applies to brands. The common thread is a shared vision for change.

Brand 15

Brand PR Strategy Politics 15

Harvard Business Review

MAY 20, 2015

Organizations have always depended on data — to manage operations, to communicate with customers, to pay employees and suppliers, to plan their futures, and so forth. Data has enabled strategy, but, with few exceptions, neither driven strategy nor sat at its heart. That’s changing.

Business Model 8

Business Model Price Competitive Advantage Strategy 8

Harvard Business Review

JUNE 6, 2017

Primary care delivery faces additional challenges for scaling because it operates on thin margins, often is not highly valued by patients, and has difficulty attracting trained providers. How the most innovative providers are creating value. Insight Center. The Leading Edge of Health Care. Sponsored by Optum. Financial tools.

Development 8

Development Health Care Operations Franchising 8

Harvard Business Review

SEPTEMBER 17, 2015

Implementing a value-based strategy is on the mind of nearly every health care organization in the U.S. It seems that every week, one or another announces a new “Center for Health Care Value” or “Center for Health Care Innovation.” In 2005, when Prof. As Michael Porter and Thomas H. The final result?

Health Care 8

Health Care Fraser Price Compliance 8

Harvard Business Review

FEBRUARY 22, 2012

The seven full time employees form a nucleus, or core group to handle program management, operations, and communications. In 2005, one third if the US workforce participated in this freelance economy, and some measures suggest it could be as high as 50% today, accelerated by the recession.

Participative 15

Participative Decentralization Globalization Cost Center 15