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. Improving competitive intelligence usage requires an “audit” of major decisions – at the product/service or functional level – before they are approved by management.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

JUNE 16, 2016

Pharmaceutical companies spend millions upon millions preparing meticulous plans for new drug launches – and yet their route-to-market strategies haven’t changed in decades, even though the reality of the market has. Use competitive intelligence differently. The failure stemmed from resistance in the U.S.

Planning 8

Planning Competitive Intelligence Pharmaceuticals Brand 8

Harvard Business Review

MAY 23, 2012

Our article classifies risks based on their degree of controllability and their connection to the strategy. We identify and describe three categories of risk: preventable risks, strategy risks, and external (non-preventable) risks. Each requires customized risk management processes. But was it?

Risk Management 9

Risk Management CIO Management Banking 9

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. and European corporations, from CI-trained analysts in marketing, business development, strategy, R&D, finance, and other fields. They had an average of 6.3

Competitive Intelligence 8

Competitive Intelligence Company CAPEX Analysis 8

Great Leadership By Dan

NOVEMBER 6, 2007

I wrote the following guide when I worked for a large global company (“ABC”) to help support a strategy to move executives across at least two functions, businesses, and countries. Introduction Execution of Great Moves is one of the key strategies to support our Leadership Excellence Strategy.

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. Transforming effects to results requires strategy, management, and even more collaboration. Dozens of systems and networks tell some of the stories about your firm. That's by design.

Team 12

Team Self-aware Media Download 12