Harvard Business Review

MAY 15, 2014

s Co-operative Bank in June 2013. One section highlights the problems the bank encountered as it attempted to replace its core banking systems, a program that was cancelled in 2013 at a cost of almost £300 million. billion capital shortfall announced by the U.K.’s hedge funds. It is based on four questions. enterprise architecture ?

Banking 8

Banking Project Enterprise Architecture CIO 8

Harvard Business Review

JULY 12, 2013

Yet, here we are in 2013 with organizational leadership models that continue to deny the social nature of organizations and wallow in inertia. Our leadership practices remain authoritative. And, a paltry 38% reported that their organizations had effective leadership running the show.

CIO 9

CIO Leadership Drucker Telecommunications 9

Harvard Business Review

MARCH 9, 2018

It requires foundational investments in skills, projects, infrastructure, and, often, in cleaning up IT systems. For example, when P&G was making its digital push in 2012 and 2013, it was already well ahead of most companies—and perhaps all of them—in the consumer products industry.

Technology 8

Technology Business Model CEO Marketing 8

Harvard Business Review

DECEMBER 5, 2013

To expect anything as complex as this particular project to emerge fully functional on day one was the first (and perhaps most important) failure. And the New York Times lists “weak leadership” at Medicare as another complicating factor. What’s to be learned sorting through the wreckage? Setting irrational expectations.

Company 8

Company Telecommunications CIO Learning-by-Doing 8