Harvard Business Review

JULY 31, 2015

The second requirement is to anticipate response to your competitive moves so that they are not derailed by unexpected reactions. This “island mentality” is surprisingly prevalent among talented, seasoned managers. Some estimate the market for market research alone at $20 billion annually.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

MAY 23, 2012

The recent disclosure of a multi-billion dollar trading loss at JPMorgan Chase reminds us again of the challenge and complexity of risk management, the subject of our June 2012 HBR article, "Managing Risks: A New Framework." Each requires customized risk management processes. The compliance-oriented risk manager of a failed U.K.

Risk Management 9

Risk Management CIO Management Banking 9

Harvard Business Review

JUNE 16, 2016

In July 2015, Novartis launched its new heart failure drug, Entresto, which Forbes in 2014 predicted would be a blockbuster — with expected sales of $10 billion annually — as the potential market in the US exceeds 5 million people with a heart failure condition. What builds management perspectives? billion sales in India.

Planning 8

Planning Competitive Intelligence Pharmaceuticals Brand 8

Harvard Business Review

JANUARY 26, 2016

For more than 30 years, most large corporations worldwide have adopted competitive intelligence (CI) as a way to expedite good decisions. We recently conducted a survey of CI managers and analysts who’ve been through our training program to see how much their findings influenced major company decisions, and why.

Competitive Intelligence 8

Competitive Intelligence Company CAPEX Analysis 8

Great Leadership By Dan

NOVEMBER 6, 2007

There are inherent risks and pitfalls that can be avoided or need to be managed. It is designed to support HR Directors/Managers as they assist their highest potential executives prepare and navigate through these challenging job changes. I discovered that this is what’s really required of a General Manager – you can’t know it all.”

Development 120

Development Advice Learning Curve Execution 120

Harvard Business Review

APRIL 2, 2012

Now you can line them all up, from social media, consumer insights, competitive intelligence, marketplace measurement, sales, and distribution. Rapid Innovation/Move-to-Market Cycles. Wrong: collaboration with customers speeds your move to market. That knack market leaders have for knowing what will happen next, and when?

Team 12

Team Self-aware Media Download 12