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.
First Friday Book Synopsis
MAY 16, 2013
Reichheld Harvard Business Review How the right strategy can help create or increase demand for whatever is offered Marketing Malpractice: The Cause and the Cure Scott Cook Taddy Hall the Net Promoter® Score System The One Number You Need to Grow The Ultimate Question: Driving Good Profits and True Growth (2006) and The Ultimate Question 2.0
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The Practical Leader
MARCH 25, 2020
When Nobel Laureate, Michael Levitt, first analyzed Chinese infection rates, he tracked an increase of 30% per day in Hubei province. This will “flatten the curve ” and reduce the chances of overburdening our healthcare systems. At that rate, the entire world would be infected in 90 days.
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?”
Harvard Business Review
SEPTEMBER 13, 2012
In 1960, the editor of the Harvard Business Review, Theodore Levitt, wrote that the failure of railroads could be explained in part by the myopic view that they were in the railroad business and not the transportation business, which left them vulnerable to competition from cars, trucks, and planes.
Harvard Business Review
OCTOBER 18, 2016
In 1960, Harvard professor Theodore Levitt published a landmark paper in Harvard Business Review that urged executives to adapt by asking themselves, “What business are we really in?” It then built a phenomenal business around consulting services that helped design, build and maintain sophisticated systems for enterprises.
Harvard Business Review
MAY 19, 2015
Edison’s breakthrough was guided by a fundamental insight: any given product is only as powerful as the system in which it is deployed. Solar panels without integrated storage are not much more valuable than lightbulbs without an electric grid; Tesla Energy, then, is an aggressive move toward creating the energy system of the future.
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