Strategy Driven

OCTOBER 21, 2016

It had earlier set an ambitious target of taking a quarter of Japan’s auto market, but to achieve that, the chief executive had said that the old way of making and selling cars would no longer suffice. Nissan’s market share in Japan had stalled at just 16 percent, it was faring little better abroad, and losses were mounting everywhere.

Chief Operating Officer 50

Chief Operating Officer Short-term Strategic Fit Restructuring 50

Harvard Business Review

JUNE 8, 2015

Within EB, Merck first created a Global Health Innovation Fund and then a Healthcare Services and Solution unit to identify, develop, and operate nascent opportunities that fit that thesis. For ideas to become reality, a company needs repeatable processes, not only out-of-the-box insights.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

NOVEMBER 17, 2015

Whole Foods Market’s purpose is to promote healthier eating. Managers are trained, developed and evaluated to lead people in accordance with the human values top management espouses. A few decisions and behaviors by top management or leaders of key businesses or operating units can undermine decades of culture building.

Company 8

Company Teamwork Commitment Airlines 8

Harvard Business Review

FEBRUARY 24, 2015

The first category is exogenous factors over which the business has little control: the growth of the markets into which it sells; the competitive intensity and thus the average profitability of the industry in which it operates; or the fragmentation of its industry and thus the scope for a growth-by-acquisition approach.

Chemicals 8

Chemicals How To Kahneman Reputation 8

Harvard Business Review

DECEMBER 23, 2016

” Members from each partner organization rate the alliance in areas related to strategic fit, operational fit, and cultural fit. Eli Lilly and Company measures the health of its alliances with a “Voice of the Alliance Survey.”

Productivity 8

Productivity Products Survey Strategic Fit 8

Harvard Business Review

NOVEMBER 18, 2013

All have served at or near the pinnacle of company power, and they now bring that experience to judging who has the requisite skill-set to lead the world’s largest software maker in a fast-morphing market. Stay inside or consider an “outside-in” candidate.

CEO 8

CEO Committee P&L Charan 8