Harvard Business Review

OCTOBER 27, 2014

doubled from 20% to 40% between July and December 2013, and has stayed at that level since. I studied large-scale change and innovation efforts in 56 randomly selected companies in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries. Success begets success.

Middle Management 13

Middle Management Six Sigma Taylorism Taylor 13

Harvard Business Review

OCTOBER 11, 2013

By 2013, we had honored Jack Dorsey of Twitter, Garrett Camp of Uber, famed choreographer Twyla Tharp, and Gangnam style pop artist Psy. Celine Schillinger sought to change the leadership landscape of Sanofi, a major pharmaceutical company. If you say we should, let’s do it.

Innovation 11

Innovation Christensen Decisionmaking CTO 11

Harvard Business Review

MARCH 16, 2015

Please note that titles used here reflect the positions the individuals held in 2013, when we conducted the interviews for a separate article ). Ken Frazier of the pharmaceutical firm Merck, put it this way: “The biggest challenges that we faced in our organization was that healthcare in general was undergoing huge, huge pivotal change.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

FEBRUARY 6, 2014

In one of the most widely scrutinized CEO successions ever, Microsoft directors selected insider Satya Nadella to run the company, only their third CEO pick in the firm’s nearly 40-year history. Or consider managed-health care provider Humana’s decision in 2013 to recruit an outsider as its next chief executive.

CEO 8

CEO Bottom-up Strategic Fit Pharmaceuticals 8

Harvard Business Review

MAY 5, 2016

However, oil prices have dropped more than 60% since the interim nuclear deal in November 2013. And Danish pharmaceutical company Novo Nordisk is building on its Iran presence by doubling local staff to nearly 300 and investing $76 million in a new factory. Overcoming a lack of market data.

Tourism 8

Tourism Banking Due Diligence Hotels 8

Harvard Business Review

FEBRUARY 11, 2016

McKesson, the US-based pharmaceutical and health-care giant, benefits from external expertise as a strategic extension of its resources in areas such as business strategy and logistics support. Are timing, budget, and resourcing consistent with what is required for a successful outcome? Performance alignment. objectives and timelines?

Agility 8

Agility Organization Resources Fixed Costs 8

Harvard Business Review

FEBRUARY 2, 2015

Aquion is a modern success story for American industry. industries: 35 advanced manufacturing industries such as automotive and aerospace manufacturing, pharmaceuticals and semiconductors; three energy industries including electric power generation; and 12 service industries, from software design to telecommunications.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

JUNE 24, 2015

To be successful at strategy through experimentation, adaptive firms master three essential thinking steps: they continuously vary their approach, generating a range of strategic options to test. They carefully select the most successful ones to scale up and exploit. . • Adaptive: Be fast. • Visionary: Be first.

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Harvard Business Review

NOVEMBER 25, 2015

Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. One 2013 study illustrates this well. So most executives manage it according to their intuition. Insight Center. How to Be a Company That Employees Love.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8