Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” The uncertainty that increasingly characterizes our world means that companies need to attract, retain, and develop motivated innovators who can help to imagine and realize new growth opportunities.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

MARCH 14, 2017

For example, Southwest Airlines focused on responsible consumption and on climate action; Johnson & Johnson/Janssen chose good health and partnerships for the goals; and MasterCard chose good jobs and economic growth, reduced inequalities, and partnerships. Some goals may be too broad or too distant. Some were more focused than others.

Development 11

Development Company Innovation Goal 11

Harvard Business Review

OCTOBER 18, 2016

With this model, an investment can be defined as strategic, key operational, support, or high potential. Key operational investments sustain existing business operations, helping to avoid any disadvantage. Executives can sometimes struggle differentiating between key operational and support investments.

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

DECEMBER 20, 2016

The key is to look beyond just the obvious places like marketing. The airline industry has experienced great volatility from deregulation, takeovers through mergers and acquisitions, and, as always, unpredictable forces of nature. “The learning curve in any industry is steep, but it is particularly so in the airline industry. .

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

MARCH 8, 2012

Air travel used to be inevitably expensive and cumbersome — until Southwest Airlines. Government is a monopoly that lacks both competition and a profit motive. From elementary and secondary education to defense and security, from transportation to health care, government is either a dominant or the dominant buyer in many markets.

Disruptive Innovation 13

Disruptive Innovation Health Care Innovation Business Model 13

Harvard Business Review

APRIL 11, 2017

Among those that have met that fate in recent months are initiatives at Target, Alaska Airlines, Coca-Cola, the New York Times, and Chubb. Yes, too much involvement can lead to a fixation on incremental improvements that can be shepherded to market quickly, to impact the next quarter’s results.

Project 11

Project Innovation Press Release Survey 11

Harvard Business Review

SEPTEMBER 23, 2016

As Carlos Tavares, chair of PSA Peugeot Citroën, explained to me, “Unit sales will remain important, but this shouldn’t be our driver… To be ready, we must experiment and learn as markets change.” I understood the concern of our store operators, but customers were asking for the service.”

Metrics 8

Metrics Business Model Retail Automotive 8

Harvard Business Review

JUNE 12, 2012

Consider a company with a 10% operating margin: A typical $100 sale transaction breaks down to $90 in costs and $10 in profit. Can you imagine an airline abandoning its frequent flyer program? If imposing a two month time limit to collect the requisite eight stamps motivates more visits, the promotion will likely be profitable.

Loyalty 12

Loyalty Discount Airlines Sample 12

Harvard Business Review

DECEMBER 4, 2015

The argument for the inclusion of the business community went like this: corporations have the combination of skills, resources, motivation, and agility to implement changes on a global scale. If we could harness the profit motive in a green direction, a lot could happen, and quickly. But something happened on the way to the parade.

PPM 8

PPM Policies Engineering Airlines 8

Skip Prichard

OCTOBER 28, 2019

We worked with philosophers at The School of Life to develop a set of questions capable of helping people to uncover deeper truths about their organizations, their brands and their own professional motivations: questions like, “Which of your brand’s flaws have you learned to ignore?” Would you share a little about your ending point?

Wilde 67

Wilde Brand Open-book Creativity 67

Strategy Driven

FEBRUARY 4, 2011

Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. billion as the stock market plummeted, amid a crisis of investor confidence. We have been subjected to the second longest bear market in history, the longest being that of the Great Depression.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

AUGUST 16, 2016

.” And yet the lean startup methodology, born in Silicon Valley as a way for startups to tune in to customer needs with limited resources, has been gaining major momentum inside big companies like General Electric, Alaska Airlines, Telefonica, 3M, and W.L. Show customers barely-working products with rough edges?

Company 8

Company Airlines Ries Survey 8

Harvard Business Review

OCTOBER 15, 2013

A key to this is that, faced with the constraints of extreme poverty and a severe shortage of resources, these Indian hospitals have had to operate more nimbly and creatively to serve the vast number of poor people in need of medical care in the subcontinent. Today, the U.S. As one CEO told us, “We have to make the equipment sweat!”.

Health Care 10

Health Care Cost Lean Production Innovation 10

HR Digest

JANUARY 10, 2024

Walmart wants customers to know them for low prices, Singapore Airlines customers know them for customer connectivity, Apple customers perceive innovation and Fed Ex customers expect speed. Southwest Airlines’ firm brand, for example, is cheap, fun, and on time. In the late 1970s 95% of market value was derived from earnings.

Ulrich 52

Ulrich Leadership Diversity Audience 52

The Empowered Buisness

NOVEMBER 29, 2013

While there are many classic leadership books that are still relevant today – like Good to Great and 7 Habits of Highly Effective People – and a flooded market of other business books , I wanted to share …. 100 Ways to Motivate Others: How Great Leaders Can Produce Insane Results Without Driving People Crazy. Drum roll please ….

Books 113

Books Leadership Open-book Learning-by-Doing 113