Harvard Business Review

JULY 17, 2013

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. High-performing IT organizations appoint executives to sit at the intersection of business areas and the IT function, helping business leaders to shape their IT strategies and marshaling a technology team to deliver against that demand.

CIO 8

CIO Technology Storytelling Strategic Planning 8

Harvard Business Review

MAY 18, 2015

While large consulting firms push expensive “war games” at the leadership level, Jessica ran cheap and quick local games based on local market dynamics. She then fed the results as market intelligence input into a senior leadership competitive game. Simply and clearly put, CI is a perspective on changing market conditions.

Competitive Intelligence 8

Competitive Intelligence Agility Workshop Definition 8

Harvard Business Review

NOVEMBER 2, 2017

Seeking to extend its technological edge (particularly in miniaturization), it acquired more than 100 startup companies while pursuing a vast portfolio of research and product development projects. Nokia was so immersed in executing its strategy that it lost sight of its purpose. In retrospect, it seems inevitable.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

FEBRUARY 6, 2014

For finishers, he will have to change its treads—redirect its strategy—while barreling down a highway with no map for what lies ahead. During the final year, they added three paths to gather a last round of data: 1) The CEO and directors assigned a year-long CEO-level project to each of the three finalists.

CEO 8

CEO Bottom-up Strategic Fit Pharmaceuticals 8

Harvard Business Review

MARCH 27, 2014

Or does it focus on customer service and helping the business achieve its strategy? Cutting costs Global business Leadership Organizational culture' Is it a process-oriented, savings-obsessed function? Deep expertise is critical in each area.

Budgeting 8

Budgeting Objective Cost Globalization 8

Harvard Business Review

NOVEMBER 29, 2011

They are designers, ethnographers, anthropologists, and other creative types who get immersed in a project or a team, contribute their unique points of view, and then move on to the next change-the-game assignment. We created a cult brand in a dead business.". "We We created a cult brand in a dead business.".

Banking 18

Banking Retail Open-book Creativity 18

Harvard Business Review

OCTOBER 10, 2017

Tactical performance is how effectively your organization sticks to its strategy. The second type, known as adaptive performance , is how effectively your organization diverges from its strategy. military says, volatility, uncertainty, complexity, and ambiguity , where technology and strategy changes rapidly.

Organization 13

Organization Tactics Call Center Metrics 13

Harvard Business Review

APRIL 4, 2014

During those nine months, Cellairis’ leadership had been distracted from their core business. But because midsize companies lack the resources of big companies, which can experiment with multiple new strategies and launch pilot projects, midsize firms are at risk when they divert scarce resources from their core business.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

MAY 27, 2015

For each city or region the right mix of programs depends on what outcomes the leadership of that area is trying to achieve. The type of capital required and its source depends on the type of business, its stage of life, and its strategy for the future. A supplier might need a working capital loan to finance a big order.

Entrepreneur 8

Entrepreneur Policies Banking Innovation 8

Strategy Driven

JANUARY 24, 2011

And Its Execution Gap Closer Round-Up Execution Gap Closer #1: Netflix Netflix received considerable media attention this year as it demonstrated its ability to successfully execute its strategy to provide video over the Internet.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

MAY 1, 2014

Faced with rapid evolution in their industry, the executive team of a large energy company had decided to transform their solid but complacent organization into a high-tech, sustainability-oriented firm, a key element of which was the completion of a multibillion dollar offshore energy project. Open, constructive communication was missing.

360-Degree Feedback 10

360-Degree Feedback Offshoring Construction Execution 10