Harvard Business Review
NOVEMBER 16, 2017
Failing that, they should at least be briefed by the board on the organization’s projects and should have a chance to respond with functional plans to support the company’s top priorities. Ideally, security executives should attend board meetings in the same way that a chief financial officer would.
Harvard Business Review
OCTOBER 5, 2012
The government shifted its focus to creating smaller projects on more well-defined deliverables such as on-time patient appointments. I'm not saying that all big-data projects are useless. CXOs with long memories may recall prior panaceas that underdelivered over the long run. Far from it. But don't expect an easy payoff.
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Harvard Business Review
DECEMBER 30, 2013
In all of the completed corporate projects, the green option won out toe-to-toe on capital expenditures and operational expenditures. The report includes case studies for Dow, which also utilized a constructed wetland at one of its facilities, reducing capex expense by a factor of 10.
Harvard Business Review
JULY 19, 2013
It may make costs more predictable and shift investments from CapEx to OpEx. And the organization still needs to prioritize IT spend, run programs and projects, manage the IT investment portfolio, orchestrate the organizational change to deliver expected business benefits, and make sense of information. They never have!
Harvard Business Review
JANUARY 27, 2017
Executives who wouldn’t hesitate to automate a factory now flinch at the prospect of deep-learning algorithms dictating their sales strategies and capex. Data scientists in business process algorithmization scenarios are project managers. The implications of success scare them more than the risk of failure.
Harvard Business Review
FEBRUARY 7, 2017
We know from FCLT surveys , for example, that 61% of executives and directors say that they would cut discretionary spending to avoid risking an earnings miss, and a further 47% would delay starting a new project in such a situation, even if doing so led to a potential sacrifice in value. Earnings quality: Accruals as a share of revenue.
Harvard Business Review
JANUARY 26, 2016
They were evenly distributed between pursuing opportunities (46%) and reducing risks (44%), and ran the gamut from product pricing and features, capex investments, manufacturing processes, market expansion, joint ventures, M&A, and more. ” A common theme across industries was the smart reallocation of resources.
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