Harvard Business Review

AUGUST 29, 2016

Success was measured quantitatively by the firm’s performance (profit and growth) vs. that of its competitors, and also qualitatively by interviews with senior executives who were involved, but not deeply invested, in the efforts (typically the CFO). What should a CEO do? Anticipate the reaction.

CFO 9

CFO Competitive Advantage Budgeting CEO 9

Harvard Business Review

APRIL 6, 2011

A large division of this company had recognized the need to dramatically change its business model to survive and succeed in a changing market. The division head launched a major business reengineering effort, hired a leading consulting firm (and paid it millions), and dedicated his best people to the effort. What happened?

Process 15

Process Six Sigma Finance Short-term 15

Harvard Business Review

AUGUST 30, 2017

This occurs when the founder’s leadership skills hit a limit, inhibiting the ability of the company to go to the next stage. In February Kalanick wrote an internal memo indicating that he needed more leadership help, having reached the limits of his ability, hence this week’s announcement of a new CEO.

CEO 12

CEO IPO Energy COO 12

Harvard Business Review

JULY 14, 2017

Our research shows that companies with platform- and network-based business models are exponentially better at creating value. Building a successful platform business is hard enough when you have an original idea, ample capital, no core business to cannibalize, and a team of top talent. Companies are right to be worried.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

FEBRUARY 26, 2016

The new game is to think about the business model and strategy for not just the company but the entire ecosystem. Change the dialogue in the senior leadership team to focus on the end-to-end customer experience. Radically cut costs in the old business to fund the new game. Think like a large-scale entrepreneur.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

DECEMBER 26, 2014

We have reviewed hundreds of corporate announcements and websites, interviewed numerous leadership experts, and conducted an analysis of CEO changes and successions over the past five years at S&P 500 and Global 100 companies. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 12

CEO Contingency Plans Telecommunications Planning 12

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. To reverse this, senior leadership took a number of steps.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

JULY 21, 2016

Start by talking openly about the journey and the inherent sense of vulnerability executives are bound to feel as the business model changes. Many CEOs underestimate the impact of mental models in the innovation process, often assuming that “thinking outside the box” exercises address the issue.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

SEPTEMBER 11, 2017

Your business model is still in flux, and flexibility is more valuable than efficiency and cost savings. Sophisticated models around churn prediction start looking very tempting. Scaling up comes with CFO and board pressure to gain efficiency, and the natural tendency of a business will be to squeeze customer teams.

Metrics 14

Metrics Engineering Efficiency Learning-by-Doing 14

Harvard Business Review

DECEMBER 8, 2016

Listening, Derek Melis, his friend and CFO, was relieved. Rogier’s strategy since 2000 had been to grow through acquisitions and to give a long leash to all the businesses he’d bought. The smaller ones could keep their own names, leadership teams, practices, and policies for the first five years.

Case Study 8

Case Study Decentralization CFO Construction 8

Harvard Business Review

OCTOBER 10, 2016

As work itself is changing, some of the basic tenets of leadership development are being challenged. Leaders must have the vision and forward-focus to anticipate how technology could disrupt the business model and the skill to mobilize the organization for change and drive a culture of collaboration. Insight Center.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8