Harvard Business Review

APRIL 19, 2011

In interviews with a dozen senior managers from a large company, two particular failures came up over and over again. The CEO and CFO responded with, "A failure to hit ROI and NPV targets." Create a knowledge management system. Clearly the company was painfully aware of these two failed projects. Triage the failures.

NPV 16

NPV ROI CFO Consensus 16

Michael Lee Stallard

JUNE 23, 2010

The Value Bridge Admiral Clark described his strategy as using the Navy’s “asymmetrical advantages” of the “best technology in the world” combined with the “genius of our people.” Admiral Clark’s description of who sailors are as members of the U.S. He made certain the Navy’s plans and budgets were aligned with his priorities.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

AUGUST 21, 2013

Information Technology Changes the Way You Compete" was a trailblazing HBR article by Warren McFarlan back in the early 1980s. Their strategic use of information technology (IT) presaged the dot.com boom of the 1990s when the Internet made this kind of online ordering commonplace. IT Doesn''t Matter (to CEOs).

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

NOVEMBER 2, 2016

Many alarms have sounded on the potential for artificial intelligence (AI) technologies to upend the workforce, especially for easy-to-automate jobs. But managers at all levels will have to adapt to the world of smart machines. In doing so, technology freed up journalists to conduct more investigative and interpretive reporting.

Management 8

Management Survey Technology Creativity 8

Harvard Business Review

JANUARY 10, 2012

Prior to 2002, when Sam Palmisano became CEO, IBM had a series of feuding fiefdoms — 170 country units — each with its own policies, procedures, and processes. As former IBM CEO Lou Gerstner said, "Instead of grabbing available resources and authority, they waited for the boss to tell them what do; they delegated up."

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

OCTOBER 4, 2018

Then I realized that as a long-time CEO and Chairman, I had fallen into the trap of being defined by my role: I had grown accustomed to having things explained to me. Instead of trying to figure out the nuts and bolts of a seemingly complicated technology, I had gotten used to someone else doing the heavy lifting. But talk is cheap.

Learning-by-Doing 8

Learning-by-Doing System Course Outsourcing 8

Harvard Business Review

MARCH 26, 2012

But in our writing partnership, Brook took the lead on chapters that relate to sound decision processes and enlightened leadership, while I, in my usual pattern, focused primarily on organizations that have invested in technology, data, and analytics. Its challenge was what to do about a house that wasn't selling.

Organization 14

Organization Real Estate Analysis Technology 14

Harvard Business Review

SEPTEMBER 5, 2013

In 2011, Thierry Andretta, the CEO of French fashion company Lanvin, announced an initiative called "no email Wednesdays" because he thought people had stopped actually talking to each other. Marissa Mayer, Yahoo''s CEO, ended the company''s work-from-home policy to foster a more collaborative, innovative environment.

Productivity 8

Productivity Products Peer Review Short-term 8

Harvard Business Review

JANUARY 31, 2013

Second, to fully appreciate the forces at work in executive education, we need to complement this view with another body of theory from knowledge management. Education is basically that — knowledge sharing. Nitin Nohria, Tom Tierney (then-CEO of Bain & Co.) You've got to be in the room.

Education 8

Education Tacit Knowledge Execution Christensen 8

Harvard Business Review

SEPTEMBER 11, 2015

the CEO’s or CFO’s), but rather serve the needs of our internal project sponsors (usually at the CXO, EVP, and SVP level). Like any firm in need of business development, we build relationships with executives across the company, and pitch proposals. We call everybody within the company a “client.”

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JUNE 18, 2015

Frustrated by these limitations, the global information-technology service provider Atos, headquartered in France, sought an internal collaboration system that would do away with email’s “closed” form of communication.

Company 8

Company Competitive Advantage Tools Participative 8

Harvard Business Review

OCTOBER 2, 2012

Earlier this year, I ran a Big Data session at Davos, and heard from the CEOs of leading companies providing services in this area. If we start building our world on results like these, we're going to end up with disastrous results. The Provenance Problem.

Hedge 8

Hedge System Health Care Transportation 8

Harvard Business Review

JULY 24, 2017

While the financial services industry has already begun the shift from active management to passive management, artificial intelligence will move the market even further, to management by smart machines, as in the case of Blackrock , which is rolling computer-driven algorithms and models into more traditional actively-managed funds.

Consultative 8

Consultative Budgeting Advice Marketing 8

Harvard Business Review

SEPTEMBER 12, 2013

Special operations teams, for example, are known for their detailed planning, intensive training, and utilization of advanced technology. Social media monitoring is one of the key technologies for creating OODA loops. Some CEOs are beginning to apply large-scale OODA loops within the executive suite.

Media 8

Media Knowledge Management Uncertainty CEO 8

Harvard Business Review

SEPTEMBER 12, 2013

Special operations teams, for example, are known for their detailed planning, intensive training, and utilization of advanced technology. Social media monitoring is one of the key technologies for creating OODA loops. Some CEOs are beginning to apply large-scale OODA loops within the executive suite.

Media 8

Media Knowledge Management Uncertainty CEO 8

Harvard Business Review

SEPTEMBER 29, 2016

Leaders with a passion for developing employees’ skills, and those who understand the need to transfer knowledge among generations of workers, know how important it is to link in-house education to strategic planning. Leila Kamal, vice president for design and expertise, not only reports to the CEO but also is a member of the board.

Organization 8

Organization Development Mentor Incentives 8