2010 Information Technology Leadership Operations 
N2Growth Blog
AUGUST 9, 2010
Great businesses are in constant search of improvement, innovation, change, disruption, knowledge and other strategic leverage points that lead to a competitive advantage or operational enhancement. Well actually, no it’s not. Don’t fall into the rut of allowing your business to be trapped in a perpetual state of static thinking.
Strategy Driven
NOVEMBER 26, 2010
the well-known test preparation company, where he developed and launched the online college that offers Associates and Bachelors degrees and certificates in Business, Information Technology, Nursing, and Law. Well, you’re not alone. He also served as President of Kaplan College, a division of Kaplan Inc.,
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Strategy Driven
NOVEMBER 24, 2010
Posted by Thornton May on November 24, 2010 · Leave a Comment The classic Harvard Business School case “Otisline (A)” 1 begins with the quote, “… our objective is to go unnoticed.” Researchers at the IT Leadership Academy are doing just that in Global 2000 enterprises.
Strategy Driven
NOVEMBER 19, 2010
the well-known test preparation company, where he developed and launched the online college that offers Associates and Bachelors degrees and certificates in Business, Information Technology, Nursing, and Law. He also served as President of Kaplan College, a division of Kaplan Inc.,
Harvard Business Review
NOVEMBER 9, 2011
Of the 97 largest listed companies in the UK and the Eurozone in 2010, only 37 had a COO in their executive ranks. Part of the problem may be in the backgrounds that companies desired: 85% of COOs had experience in operations, strategy, or finance. Few European companies have COOs, although their numbers appear to be growing.
Harvard Business Review
DECEMBER 2, 2015
It makes much more economic and operational sense to create and leverage a central cadre of professionals than to ask each clinical unit, on its own, to acquire such expertise. HSS has multiple groups that drive efficiencies in discrete parts of a patient’s episode of care (i.e.,
Harvard Business Review
NOVEMBER 5, 2013
In cardiology alone, for example, the country spent $273 billion in total direct costs in 2010 and will spend an expected $818 billion in 2030. Computerized clinical decision support with embedded evidence-based practice guidelines can fill in information gaps.
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