The Practical Leader

MARCH 13, 2024

As I wrote about the accountability mess , a good person in a bad system or process sets that them up for failure — and blame. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. These core systems either boost or block performance.

System 52

System Organization Levitt Root Cause Analysis 52

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” To avoid that, Levitt exhorted leaders to ask themselves the seemingly obvious question – “What business are you really in?” Innovation Leadership Strategy' No, it’s to maximize shareholder value.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

MAY 5, 2016

” That clean-sheet perspective emboldened Intel’s leadership to abandon memory and focus on microprocessors. Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” ” or my “Who do you want your customers to become?”

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Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

AUGUST 20, 2014

Most people just lower their expectations because it’s easier than dealing with the real issues at hand,” says Brian Uzzi, professor of leadership and organizational change at Northwestern’s Kellogg School of Management and author of the HBR article, “ Make Your Enemies Your Allies.” But don’t verbalize what’s taking place.

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Levitt Price Class Case Study 11