Harvard Business Review

AUGUST 27, 2015

So although you might expect that in a hypercompetitive environment, ambitious companies would constantly wrest market share from the leading firms, the reality is quite the opposite. The proportion rose slowly and relatively steadily, reaching 5% by the mid-1990s. It then leapt suddenly to 14% by the 2005–2007 period.

ROIC 8

ROIC McKinsey GDP Company 8

Harvard Business Review

MAY 8, 2017

We recruited a panel of expert judges (see the list below), who evaluated the companies through the lens of their own expertise and gauged which transformations were most durable and had the highest impact in their industries. Has this transformation had impact on customers and its industry in the past decade?

Franchising 14

Franchising CEO Business Model Strategy 14

Harvard Business Review

MAY 28, 2015

World War II left the German and Japanese steel industries in ruins. Similarly, companies in countries like Taiwan, South Korea, and China that entered industries late have been able to grab the lead in many industries for a simple reason: They bought their capital equipment later and were able to leapfrog existing players technologically.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. There can be a lot of stress in this industry.

Airlines 8

Airlines Energy Self-aware Learning Curve 8