Harvard Business Review

APRIL 29, 2013

New research, conducted with HBR, The Economist , CEB, and TNS Global, reveals that CEOs believe CIOs are not in sync with the new issues CEOs are facing. But even though they know they must innovate in response, they don''t know how to do so in the complex global market. The nature of competition is changing.

CIO 8

CIO CEO Outsourcing Agility 8

Harvard Business Review

APRIL 23, 2014

The Lean Startup is an approach to developing new products that came out of “Agile” software development, with “sprints” (quick deliverables) and fast learning. In January 2013, Chip Blankenship, CEO of GE Appliances issued a challenge to the newly formed team: “You’re going to change every part the customer sees.

Ries 8

Ries Waterman Finance Learning-by-Doing 8

Harvard Business Review

MAY 2, 2013

This will lead to new business models, new processes, more meaningful business interactions, innovation, improved and faster decision making, and a more agile organization. This allows the smallest of firms to compete globally with the largest of firms. Adaptable, agile management above all sustains competitive advantage.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JUNE 4, 2013

Or take Salesforce.com and its willingness to have self-organizing development teams continuously tweaking code, even though, with a global system serving more than two million subscribers, the risks of introducing errors into its 30 million lines of code would seem to present compelling reasons not to. Keep your gaze on the customers.

Management 8

Management Bureaucracy Self-aware Agility 8

Harvard Business Review

APRIL 25, 2013

Over the last two years, we have been engaged in primary research with The Harvard Business Review, The Economist, CEB (formerly known as the Corporate Executive Board), Intel, and TNS Global in an attempt to paint a picture of how the role of the CIO and the IT department is changing. IT management ROA ROI'

CIO 8

CIO ROI Agility Information Technology 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function. Lynanne Kunkle, VP-Global Talent Development and HR-Asia for Whirlpool, is a case in point. Even HR itself agrees.

CFO 9

CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

MAY 16, 2016

Each state poses a different leadership challenge. A report commissioned by Barclays in 2013 revealed a corporate culture that wasn’t fit for purpose, tending to “favor transactions over relationships, the short term over sustainability, and financial over other business purposes.”

Banking 10

Banking Strategy Film Operations 10

Harvard Business Review

DECEMBER 23, 2016

The ManpowerGroup Contingent Workforce Index of 2013 showed 40% of all ManpowerGroup consulting engagements blended permanent and contingent workers. In 2015, the company consolidated several unit-level procurement functions into one global strategic sourcing organization. Again, a confluence of events offered a unique opportunity.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

MAY 6, 2013

There is a marked dissonance between CIOs and the C-suite — a fact that we uncovered in new research conducted with HBR, The Economist, CEB, and TNS Global. These are the things that will create more value for the customer and enable the enterprise''s agility. IT management'

CIO 8

CIO Hamel Technology Tactics 8

Harvard Business Review

JANUARY 29, 2015

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? After Jeff Immelt threw down the gauntlet for building a global software center, GE faced significant physical, organizational, and cultural challenges. General Electric turns out to be an excellent case in point.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

NOVEMBER 20, 2017

Leadership then specifies a plan that it believes will position the company to win in this predicted future. This mindset focuses leadership on making near-term decisions with the longer-term destination in mind, but it doesn’t presume that there is only one path from here to there. Take Dell Technologies, for example.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

APRIL 23, 2018

Since the Apollo program, NASA has faced funding cuts, competition from other nations for space leadership, and a radical restructuring of its operating environment due to the emergence of commercial space – all of which have forced the organization to change its ways of thinking and operating.

Budgeting 8

Budgeting Technology Innovation Operations 8

Great Leadership By Dan

MAY 29, 2014

Guest post from Georg Vielmetter and Yvonne Sell: In “ Leadership 2030: The six megatrends you need to understand to lead your company into the future ,” we outline the repercussions of the convergence of globalization 2.0, The meaning of leadership is changing, as are the skills it requires. the top should be a crowded place.

Leadership 244

Leadership Globalization Maturity Agility 244