Remove Business Intelligence Remove Finance Remove Leadership Remove Marketing
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What It Takes To Turn Your Failing Business Around

Strategy Driven

That’s not good news for the job market when workers cannot vouch for the long-term business survival of the establishments they work for. Identify what could have gone wrong with the leadership team. It involves reassessing your business operations, starting with leadership.

Finance 85
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Are CEOs Really Necessary Anymore?

Strategy Driven

With increasingly vast bodies of knowledge about experiences, one can see how business Intelligence, with enough computing power, became Artificial Intelligence. Famously, Steve Jobs had no interest in market research when imagining where Apple needed to go next. No driver necessary. CEO’s Role- Wisdom and Innovation.

CEO 66
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China, South Africa Advance Sustainability Efforts

Harvard Business Review

By the end of October in 2010, the market value of the 100 constituent stocks reached 582 billion RMB, accounting for 31% of the total market value of the Shanghai Stock Exchange's A shares. His friend, Dr. Shiping Liu, founder and CEO of Global Business Intelligence Consulting Co., Stay tuned.

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Yes, Managing IT Is Your Job

Harvard Business Review

ERP systems, RFID , knowledge management, business intelligence) have washed over organizations. I believe that IT will become a more integrated operational component of delivering business results, as at ING. IT went from being a potential source of competitive advantage to being a necessity for competitive parity.

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Why CRM Projects Fail and How to Make Them More Successful

Harvard Business Review

Front-line sales professionals and managers rarely find the majority of these capabilities useful in winning more business for the company. CRMs today also serve a lot of masters, from executives in the C-suite, technology, marketing, finance, and, oh yeah, sales. Integrate your marketing efforts with sales activity.

CRM 12
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We Interviewed Health Care Leaders About Their Industry, and They’re Worried

Harvard Business Review

What legacy costs will be incurred as providers strive to optimize their business processes to deliver comprehensive value-based health care? How will leadership teams and boards of directors orchestrate the strategic transformations of their currently successful businesses? What new investments will be required?