Finance IT Strategy Management Technology 
Harvard Business Review
AUGUST 21, 2013
Information Technology Changes the Way You Compete" was a trailblazing HBR article by Warren McFarlan back in the early 1980s. Their strategic use of information technology (IT) presaged the dot.com boom of the 1990s when the Internet made this kind of online ordering commonplace.
Harvard Business Review
SEPTEMBER 6, 2017
The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. ” Beyond the skills required to perform specific jobs, technology will also determine which jobs matter most in the years to come. Take insurance, for example.
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Harvard Business Review
JUNE 26, 2013
Carr predicted that an organization''s ability to compete through investing in information technology was about to change dramatically. The IT boom of the 1980s and early ''90s had brought information technology to the corporate masses, unleashing the first full-scale technology revolution in the enterprise.
Harvard Business Review
OCTOBER 10, 2017
Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. These stats were reviewed by managers every week.
Harvard Business Review
MARCH 28, 2016
In the past, disruption occurred at the level of discrete product and service technologies that competed to offer better value for customers (e.g., Told this way, the Kodak story is a comforting caricature of the traditional failure to adapt to disruptive technological change. The nature of disruption is changing. inch vs. 3.5-inch
Harvard Business Review
FEBRUARY 27, 2013
We set people up to use their area of expertise, be it strategy, accounting, operations, technology, finance, or human resources. They need help with financial management, marketing, product development, service delivery, and technology.
Harvard Business Review
FEBRUARY 9, 2011
It may seem counterintuitive, but smart companies need to routinely rid themselves of less profitable customers, the same way an asset manager or rebalances an investment portfolio or a Major League Baseball general manager trades a declining player. So how does one take full advantage of a 'window to winnow'?
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