Strategy Driven

SEPTEMBER 12, 2023

Scalability Scalability means being able to increase or decrease the number of IT tools you have. This helps make sure the health center has the right tools when it needs them. The clinic doesn’t have to spend money on tools that it doesn’t need right away. This is to meet the clinic’s ever-changing needs.

Compliance 118

Compliance Management Software Risk Management 118

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. John Deere is a case in point.

Company 10

Company Insurance Engineering Software 10

Harvard Business Review

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JUNE 29, 2012

For years, companies have been pouring money into people, processes, and technology that can help them manage risk. At a Global 50 consumer products company, management has developed a governance structure that allows it think about risk proactively, and has aligned its risk profile and exposures more closely with its strategy.

Risk Management 14

Risk Management Maturity EBITDA Management 14

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.

Organization 10

Organization Tactics Call Center Metrics 10

Harvard Business Review

MARCH 12, 2014

The company’s twenty years of entrepreneurial success had positioned the company to reap greater financial rewards using a more disciplined operational focus. However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

FEBRUARY 9, 2011

The best companies are able to distinguish between these consumers by precisely valuing their operating profit potential, not just gross margin or volume. They do this by building consumer P&Ls through cross-functional teams across marketing, sales, supply chain and finance, much like some companies have built account and product P&Ls.

P&L 14

P&L Supply Chain Retail Price 14