Strategy Driven

MARCH 18, 2011

Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. That belief stems from having chosen a differentiated way to play that is supported by a strong system of mutually reinforcing capabilities.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

DECEMBER 10, 2012

Its corporate development group looked at upwards of 150 targets a year, and used a remarkably efficient screening process that rejected any potential acquisition that didn't make good sense strategically. The company did not overlook small deals if they contributed to the development of critical capabilities. GE-NBC/Universal.

Due Diligence 15

Due Diligence EBITDA Health Care Gordon 15

Harvard Business Review

SEPTEMBER 26, 2011

The innovation came about because Laird aspired to surf a deepwater reef break on the north shore of Maui called Peahi, or Jaws, where waves can reach 120 feet high. But coffee has seen other innovations, too. Category creation requires innovation teams to re-think their role beyond just creating new products and services.

B2C 12

B2C Strategy B2B Waterman 12

Harvard Business Review

FEBRUARY 24, 2011

The value of the annuity derived from the "margin" produced from consumption of utilities (produced on-site and off-grid using all green, carbon-neutral systems) and the daily needs for goods and services is so powerful that, properly modulated, it can be used as a subsidy to deliver very-low cost or "free" homes.

Suri 14

Suri Construction Class EBITDA 14

Harvard Business Review

JUNE 8, 2015

As a rule, organizations have favored other qualities and attributes – in particular, those that are easy to measure, and those that allow an employee’s development to be tracked in the form of steady, linear progress through a set of well-defined roles and business structures. But in practice, this is not the case.

Agility 8

Agility Emotional Intelligence Learning-by-Doing EBITDA 8

Harvard Business Review

SEPTEMBER 27, 2012

Next, ALL's CEO assembled a cross-functional team to develop simple rules for prioritizing capital spending. Once they understood the rules and their underlying rationale, ALL's employees generated a series of innovative proposals based on what they had to work with. reuse existing resources. Adapting to local circumstances.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Terry Starbucker

JANUARY 3, 2010

They foster an environment that encourages the sharing of ideas through brainstorming while realizing that innovation need not be preceded by the existence of committees. Informal power results from their core belief system. True leaders place a great deal of emphasis on culture and shared values. rm on a consistent basis.

Leadership 418

Leadership Ethics Course Learning-by-Doing 418