Harvard Business Review

JANUARY 4, 2018

The ABU was set up as a centralized profit center with ambitious targets and with direct reporting to the chief operations officer; most often, similar units are organized as cost centers with no specific targets. The value generated by risk- and operational cost-abating analytics initiatives is measured by their impact on the bottom line.

Company 8

Company Chief Operating Officer Incentives Project 8

Harvard Business Review

JANUARY 11, 2011

On November 10, 2010, Cisco's stock price dropped 16%, erasing roughly $20 billion of market value in a matter of hours. In fact, this stock market bellwether had just beat earnings estimates by 6%. for the quarter, just barely clearing the consensus estimates of $0.40. Had something catastrophic happened? The problem?

Proposal 15

Proposal Benchmarking Consensus Morale 15

Harvard Business Review

DECEMBER 17, 2014

Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets? By stealing share from current competitors?

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

MARCH 21, 2013

Part of the problem is there isn't a clear consensus on what marks an innovative company. Return on equity (net income divided by equity) results from multiplying three key operating ratios: Profitability (net income over sales). Operating efficiency (sales over assets). But there are some measurements that try.

Innovation 15

Innovation Company Disaggregation Financial Leverage 15

Harvard Business Review

JANUARY 23, 2012

Trend lines, market sizing, and competitive benchmarks that served companies well during periods of gradual market evolution do little good in industries where new technologies create seismic shifts, demand is uncertain, and rivals emerge from left field. Yet in turbulent times this is dysfunctional.

Strategy 14

Strategy CEO Strategic Planning Consensus 14

Harvard Business Review

MARCH 21, 2013

Part of the problem is there isn't a clear consensus on what marks an innovative company. Return on equity (net income divided by equity) results from multiplying three key operating ratios: Profitability (net income over sales). Operating efficiency (sales over assets). But there are some measurements that try.

Innovation 8

Innovation Company Disaggregation Financial Leverage 8