Harvard Business Review

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

MAY 16, 2016

Using the same 1 – 100 scale ask yourself: How well does our organization support the achievement of our strategy? If your organization is incapable of delivering its strategy, the strategy is effectively worthless and your company’s purpose will go more or less unfulfilled.

Banking 14

Banking Strategy Film Operations 14

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. Finally, these companies are not trying to simply become agile.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

AUGUST 21, 2013

The only competitive advantage comes though agility, keeping ahead of the competition, moving on to the next technology wave. As with American Airlines, each competitive advantage with IT is temporary. Competitors copy or suppliers commoditize to erase these advantages. Now, instead, at ING they say, "Here''s your team.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Never confuse charisma with leadership. They listen as well as they speak. The key to that is to build a sustainable culture.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

MAY 6, 2013

Define Your Strategy. CIOs need to develop an affirmative IT strategy that begins by identifying old behaviors to give up, new behaviors to adopt, and remaining behaviors to do differently. 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

DECEMBER 23, 2016

The company better aligned the workforce mix to its strategy, by optimizing different talent acquisition channels, manager spans of control (number of workers reporting to them), and worker mobility. Educate leaders on how and why to optimize a blended workforce. Extend the insights beyond talent acquisition decisions.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

MAY 18, 2011

It can be easy to dramatically expand revenue and profits when you are the upstart in an emerging sector — but once you're on top, sustaining this leadership position isn't easy. It's a strategy the company has used before, when it spun off its test and measurement business into a publicly traded company called Agilent.

Software 12

Software Technology Intellectual Capital Marketing 12