Leading Blog
MARCH 12, 2021
With this in mind, they offer a new standard of performance defined by nine key strategies in three areas—growth, operation, and organization. Strategy #1: Do Good, Grow Beyond. Strategy #2: Stream It, Don’t Ship It. Operating Beyond: Rethink How Their Companies Operate. Strategy #4: Engineer an Ecosystem.
Harvard Business Review
OCTOBER 10, 2017
Tactical performance is how effectively your organization sticks to its strategy. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. We made a number of operational changes to the call center.
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Harvard Business Review
SEPTEMBER 6, 2017
Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change. The company had very few software engineers. Yet software engineering skills are key to GE’s future. Take insurance, for example.
Harvard Business Review
DECEMBER 23, 2016
This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. Create one integrated workforce strategy.
Harvard Business Review
NOVEMBER 29, 2011
Today, operating under the TD Bank umbrella, the outfit has more than 1,000 branches up and down the East Coast, from Maine to Florida, and a well-earned reputation as "America's most convenient bank.". Ferrari pit crews operate largely in silence, despite (or because of) the roar of engines around them.
Harvard Business Review
JUNE 10, 2014
Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. Let’s take the introduction of the x386 in 1985 as the starting point for the sustaining strategy (although one might argue that the x386 was itself just a sustaining innovation, relative to earlier generations). Absolutely.
Harvard Business Review
JANUARY 7, 2014
He talked with HBR about why a company’s culture is more important than its strategy — and some of the innovative tactics that CEOs have used to help create a high-performing culture. As human beings, we like to operate in small tribes. Excerpts: Why did you focus on culture? It’s the creation of silos.
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