Harvard Business Review

NOVEMBER 2, 2017

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Nokia was so immersed in executing its strategy that it lost sight of its purpose.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

JANUARY 18, 2012

He was comfortable making smart bets to position IBM for decades-long growth, such as creating the Emerging Business Organization to incubate new businesses and shield them from P&L pressures. Palmisano believes the technology industry requires "a high-performance, in-your-face, speak-your-mind culture." Directness.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

MAY 16, 2016

Using the same 1 – 100 scale ask yourself: How well does our organization support the achievement of our strategy? If your organization is incapable of delivering its strategy, the strategy is effectively worthless and your company’s purpose will go more or less unfulfilled.

Banking 14

Banking Strategy Film Operations 14

Harvard Business Review

JUNE 18, 2013

The National Institute of Standards and Technology (NIST) wants a preliminary framework in place by the end of this summer, with a final set of guidelines ready to go in February 2014. Government Information & technology Risk management' The response to today''s cyber threats can''t be limited to Washington.

Cooper 8

Cooper CIO Risk Management Telecommunications 8

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. For individuals, they make sure that difference-making talent is in mission critical positions. None of these are easy questions.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

APRIL 8, 2015

Growth: A TV cable company offers special subscription plans for new customers, aiming to achieve a strong market position within 24 months. Deterring new providers: A professional event technology firm offers rock-bottom quotes to special events to signal its pricing power to any potential new entrants.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

OCTOBER 5, 2015

Roger Ulrich, a visiting professor at Center for Healthcare Architecture at Chalmers University of Technology in Sweden, has been a thought leader in the evidence-based design movement for 30 years. The design of environments inside clinical settings has also demonstrated positive impact on patient outcomes, particularly for children.

Ulrich 8

Ulrich Hotels Health Care Cost 8

Harvard Business Review

FEBRUARY 1, 2011

My last post talked about how a little-known company , Grace Manufacturing, took a flexible and opportunistic approach to its strategy when its core business faltered. On the contrary, success was achieved by senior managers humble enough not to take their initial strategic positions too seriously.

Strategy 15

Strategy Automotive Short-term Marketing 15

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

MAY 27, 2015

In an economy where traditional manufacturing jobs have gone offshore, and globalization and technology have put pressure on U.S. 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

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

MAY 18, 2011

HP finds itself in a complicated position. While the technology giant's second-quarter revenue increased by 3%, its relatively new CEO, Leo Apotheker, was forced to lower the forecast for revenue for the fiscal year. The technology market is the epitome of creative destruction. Wall Street did not take kindly to the news.

Software 12

Software Technology Intellectual Capital Marketing 12

Harvard Business Review

JUNE 10, 2014

Yet, its strategy for almost three decades has largely been that of a sustainer, not a disruptor. Its fortunes have been built upon its successes in pushing the technological frontier of the microprocessor. It has built and defended its competitive position by reinforcing its Windows/Office franchise.

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 8

Harvard Business Review

OCTOBER 10, 2018

Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. ” But best practices can turn bad , as a result of changing market conditions, customer demands, or progressing technology. Resisting revenue temptations. Evolving purposefully.

Banking 8

Banking Industry Bottom-up Resistance 8