Harvard Business Review

MARCH 12, 2014

However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology. Ballmer had done his job, but the strategic needs of the organization had shifted. Boards Leadership Strategy' Ballmer took over, and excelled at, a Box 2 challenge.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

JUNE 8, 2015

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces. It’s not just products.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

NOVEMBER 17, 2015

He or she must believe in and articulate a “higher ambition,” as we call it at the Center for Higher Ambition Leadership. Becton Dickinson , a global medical technology company, has made its purpose helping all people live healthier lives. It must be deeper than only making money for shareholders and managers.

Company 8

Company Teamwork Commitment Airlines 8

Harvard Business Review

JUNE 19, 2015

How can you tell if the product you are working on is likely to succeed or fail? Situation One: It’s a Technology in Search of a Need. The result was multiple product launches and more than 10 years of limited or no success in the connected home space. But products often fall short of these high expectations.

Productivity 8

Productivity Products Long-term Marketing 8