Harvard Business Review

MAY 15, 2018

Only a minority of firms is well ahead in planning and preparing a UK market strategy. For example, adjusting supply chains can take up to nine months or longer depending on internal and external constraints. The sooner firms have a Brexit plan, the faster they can focus on managing these competitive dynamics.

Planning 8

Planning Supply Chain Strategic Planning Workshop 8

Harvard Business Review

DECEMBER 19, 2017

Letting food go to waste, then, is a frivolous use of natural resources that drives up costs, inflates food prices, and weakens the food supply chain. Because of their direct links with farmers, processors, and consumers, they have the power to influence every facet of the supply chain. In the U.S.,

Retail 8

Retail Supply Chain Crisis Short-term 8

Harvard Business Review

JULY 21, 2011

With the first approach, companies seek significant mismatches between their existing organizational capabilities and the markets they serve. They ask: Where are opportunities to introduce something totally unexpected in a market we already serve, with an offering we can deliver tomorrow with little additional investment?

Supply Chain 13

Supply Chain Sample Hedge Engineering 13

Harvard Business Review

OCTOBER 2, 2012

Yet in retrospect it was far better to exit early rather than struggle ( as Dell and HP have ) with pricing pressures, commoditization, and supply chain issues. The most dangerous trap that any manager can fall into is complacency. Testing, incubating, and investing in alternative models hedges against that possibility.

Business Model 15

Business Model Incubator Supply Chain Welch 15

Harvard Business Review

AUGUST 10, 2018

One of its business units, Fieldglass, provides insights and benchmarks to customers on external workforce management. Neustar’s MarketShare software makes it possible for customers to measure the effects of their marketing programs and compare them to other firms.

Benchmarking 8

Benchmarking Software B2B GAAP 8

Harvard Business Review

OCTOBER 2, 2012

Yet in retrospect it was far better to exit early rather than struggle ( as Dell and HP have ) with pricing pressures, commoditization, and supply chain issues. The most dangerous trap that any manager can fall into is complacency. Testing, incubating, and investing in alternative models hedges against that possibility.

Business Model 8

Business Model Incubator Supply Chain Welch 8

Harvard Business Review

APRIL 18, 2016

Remember Long-Term Capital Management ? LTCM’s model continued to predict that it was properly hedged against a potential Russian default; the insight that it actually needed — that it was under-hedged and exposed to liquidity risk — could only have come from outside of the model.

Strategy 8

Strategy Supply Chain Technology Engineering 8

Harvard Business Review

JANUARY 12, 2018

Does a robot manage your money? Robo-advisors, which were introduced in 2008 , are steadily eating up market share from their human counterparts much the way that Amazon and Netflix have taken share from Walmart and Regal Cinemas. This would represent between 10% and 15% of total retail financial assets under management.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

FEBRUARY 12, 2018

Jana Partners, the activist hedge fund, isn’t known as a tree-hugging hippie sort of firm. We can’t expect managers to focus primarily on anything other than building a thriving, profitable enterprise. To the extent these firms have market power, they’re less subject to quarter-to-quarter competitive pressure.

CEO 10

CEO Short-term Long-term Aggregate Demand 10

Harvard Business Review

AUGUST 4, 2014

And isn’t lowering costs exactly what managers focused on shareholder value are supposed to be doing? Over the decades, risk management has become a deeply quantitative endeavor. Understanding how to manage reputation risk starts with understanding the elements of reputation. Public relations Risk management Transparency'

Reputation 8

Reputation Risk Management Supply Chain Crisis 8

Harvard Business Review

JUNE 12, 2012

2 in its market; he also insisted that every business provide value no competitor could match, and that they all should be able to gain leverage from GE's distinctive strength in complex, engineering-intensive industrial enterprises — or they wouldn't fit. GE has its strengths in the management of large-scale industries.

Welch 8

Welch Diversity Hedge Chemicals 8

Harvard Business Review

JANUARY 27, 2017

At some of the world’s most successful enterprises — Google, Netflix, Amazon, Alibaba, Facebook — autonomous algorithms, not talented managers, increasingly get the last word. Elite MBAs (Management by Algorithm) are the new normal. Top management would have to trust its computationally brilliant bidding software.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

MARCH 14, 2016

That’s not just a hunch — among public companies since 1990, returns to shareholders were three times greater at firms where the founder is still part of the management team. Companies still run by their founders have a certain magic. This “spikiness” is the key to staying competitive, but it isn’t easy.

Company 8

Company Hotels Supply Chain Long-term 8

Harvard Business Review

FEBRUARY 3, 2015

By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. This article will show you how to reinvent your network, by managing these three critical dimensions.

How To 8

How To Diversity Letter Learning-by-Doing 8