Harvard Business Review

JANUARY 23, 2012

Trend lines, market sizing, and competitive benchmarks that served companies well during periods of gradual market evolution do little good in industries where new technologies create seismic shifts, demand is uncertain, and rivals emerge from left field. Heins needs to pay attention up front to defining the challenges carefully.

Strategy 14

Strategy CEO Strategic Planning Consensus 14

Harvard Business Review

MARCH 2, 2016

Incapable of raising the top line through organic growth, corporations turn to managerial and financial tricks to please shareholders. Boards incentivize CEOs to increase short-term profits by any means necessary, even if it means defunding research and development labs and personnel whose value creation may be a few years off.

Technology 8

Technology Short-term Long-term Creativity 8

Harvard Business Review

MAY 31, 2012

What makes this case of corporate accountability so important is that it is a discretionary matter of "private ordering" under JP Morgan risk management policies, not under a mandatory rule contained in Dodd-Frank. They could be appropriate for Dimon, but so could a compensation action about future variable comp.

CIO 8

CIO Committee Risk Management Banking 8

Harvard Business Review

JUNE 25, 2018

How often are management concepts subjected to recalls by the people who invented them? Management concepts, by contrast, operate in poorly regulated environments where failures are often brushed under boardroom or faculty carpets. Yet poor management systems can jeopardize lives in the air, at sea, on roads or in hospitals.

TBL 12

TBL Bottom-up Long-term Early Adopters 12