In the CEO Afterlife

APRIL 24, 2017

The seemingly more attractive (and logical) option is to do more and more – the theory being the more markets, products, and businesses a company engages in, the better the results. What’s left in apparel and sporting goods is a good strategic fit with Nike’s operations. This is not true. More Isn’t Always More.

Company 177

Company Apparel Competitive Advantage Long-term 177

Strategy Driven

OCTOBER 21, 2016

It had earlier set an ambitious target of taking a quarter of Japan’s auto market, but to achieve that, the chief executive had said that the old way of making and selling cars would no longer suffice. Nissan’s market share in Japan had stalled at just 16 percent, it was faring little better abroad, and losses were mounting everywhere.

Chief Operating Officer 50

Chief Operating Officer Short-term Strategic Fit Restructuring 50

Harvard Business Review

JUNE 8, 2015

Within EB, Merck first created a Global Health Innovation Fund and then a Healthcare Services and Solution unit to identify, develop, and operate nascent opportunities that fit that thesis. For ideas to become reality, a company needs repeatable processes, not only out-of-the-box insights.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

FEBRUARY 24, 2015

The first category is exogenous factors over which the business has little control: the growth of the markets into which it sells; the competitive intensity and thus the average profitability of the industry in which it operates; or the fragmentation of its industry and thus the scope for a growth-by-acquisition approach.

Chemicals 8

Chemicals How To Kahneman Reputation 8

Harvard Business Review

NOVEMBER 17, 2015

Whole Foods Market’s purpose is to promote healthier eating. As CEO of Campbell Soup between 2000 and 2010, Doug Conant employed quarterly engagement surveys to assess and develop high commitment in the company’s multiple business and operating units. It must be deeper than only making money for shareholders and managers.

Company 8

Company Teamwork Commitment Airlines 8

Harvard Business Review

SEPTEMBER 19, 2011

For many companies, a shrinking middle class means a shrinking top line, as their traditional consumer base migrates to the lower end of the market. In 2001, Smucker's acquired Jif and Crisco from P&G, which no longer saw them as a strategic fit. Census Bureau, a record 46.2 But not for the J.M. Smucker Company.

Brand 13

Brand Strategic Fit Retail McKinsey 13

Harvard Business Review

NOVEMBER 18, 2013

All have served at or near the pinnacle of company power, and they now bring that experience to judging who has the requisite skill-set to lead the world’s largest software maker in a fast-morphing market. Stay inside or consider an “outside-in” candidate.

CEO 8

CEO Committee P&L Charan 8