Harvard Business Review

DECEMBER 14, 2011

Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities. Competitiveness, customer loyalty, innovation, and productivity — while critical to daily operations — trailed behind with each under 20 percent.

Company 16

Company Heskett Ryan Audience 16

Harvard Business Review

JANUARY 12, 2017

How should innovators with a fierce sense of ambition handle the criticisms and objections that inevitably come their way and make sure that confidence does not turn into bombast? In a world hungry for great leadership, these are just a few of the questions that too many leaders seem incapable of answering. .”

Schein 8

Schein McKinsey Venture Funding Customer Loyalty 8

Harvard Business Review

NOVEMBER 4, 2014

According to CIO Dieter Haban , whose team identified the idea and led product development, “the innovation combines telematics, mobility, central mission control, big data analytics, and a seamless process from the truck to the driver, fleet manager, and ultimately to an authorized service outlet.”. Build and share a transformative vision.

Engineering 8

Engineering CIO Disruptive Innovation Uncertainty 8

Harvard Business Review

NOVEMBER 4, 2014

According to CIO Dieter Haban , whose team identified the idea and led product development, “the innovation combines telematics, mobility, central mission control, big data analytics, and a seamless process from the truck to the driver, fleet manager, and ultimately to an authorized service outlet.”. Build and share a transformative vision.

Engineering 8

Engineering CIO Disruptive Innovation Uncertainty 8

Harvard Business Review

JANUARY 19, 2011

The hybrid Prius was a legitimate business home run (2 million sold), and it helped both differentiate Toyota's brand as the market innovator and propel Toyota to unprecedented profits. As I explored Ford's fascinating sustainability report (and how often do those words go together?) It's heretical.

Strategy 15

Strategy PPM Long-term Short-term 15

Harvard Business Review

MARCH 1, 2017

In early 2016 some numbers surfaced at a few of the Dorchester Collection’s luxury hotels that caught leadership’s attention: Complaints about our laundry service were on the rise, as was the cost of compensating guests for damage to their clothes. Figuring Out What Our Customers Wanted. Budget also went to education.

Hotels 8

Hotels Fashion Budgeting Retail 8

Harvard Business Review

MAY 29, 2012

Some want their firms to make informal commitments to build employee and customer loyalty that will pay off in the future. (The old "efficient markets" idea that stock prices perfectly measure future returns has long been discredited.) Others who plan to sell soon want firms to opportunistically renege on such commitments.

Short-term 14

Short-term Long-term Objective Customer Loyalty 14

Harvard Business Review

MARCH 7, 2014

A sales focus fails to deliver a profitable market leadership position because it favors short-term revenue growth and customer acquisition over sustainable margins and customer loyalty. Over time customers learn exactly what the brand stands for and come to trust that the brand will deliver it every time.

Brand 8

Brand Short-term Long-term Customer Loyalty 8

Harvard Business Review

JULY 3, 2015

Today, however, by exploiting new digital technologies, firms like Apple, Lending Club, and AirBnB have made customer co-creation of value central to their business models and in doing so now rank among the world’s most innovative and valuable firms. Evaluate your leadership team’s openness to co-creation as well.

CRM 8

CRM Brand Business Model Intangible Assets 8

Harvard Business Review

AUGUST 15, 2016

The linked system allowed for more insight into customers, and managers could use the information to coach employees, to assess whether they had the right tools and resources, and to identify people with innovative ideas and leadership potential. Instead, work backwards from the customer experiences you want to understand.

Survey 8

Survey Retail System Automotive 8

Harvard Business Review

SEPTEMBER 10, 2014

Customers, who had access to reliable information about the available choices and a capacity to interact with other customers, were suddenly in charge. Raised customers’ expectations. Customers could buy a wider array of stuff online cheaper, and often quicker, than in a physical store. But it’s not good at innovation.

Supply Chain 10

Supply Chain Bureaucracy Short-term Agility 10