In the CEO Afterlife
APRIL 24, 2017
Do Less Better practitioners are fanatical about focus and de-complexity; herein lies the secret of their success. 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. This is not true. 1 Big Idea .
Harvard Business Review
JANUARY 17, 2017
But when change comes suddenly, it can turn strengths into weaknesses and sweep away even thousand-year success stories. But, like a lot of successful entities, Venice reached a point where it focused more on exploitation than exploration: Venetian traders followed existing paths to success.
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Harvard Business Review
JUNE 8, 2015
They also debunk the common notion about disruption that big companies must willfully forget what they learned from prior periods of growth and success. It’s a two-way flow of information from ideation to execution, and transparent: meetings, successes, and decisions are posted on an inter-company wiki. Integration is key.
Harvard Business Review
JULY 9, 2012
There are no guarantees to entrepreneurial success. A major customer may default, a promised source of funding may disappear, or the world's markets may sour — any of these can shift your trajectory in an instant. Warren Buffett has famously credited most of his success to Luck. Then again, you may be lucky.
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.
Harvard Business Review
NOVEMBER 18, 2013
If the succession and search are not driven by those who have already run another firm, the company is, in our experience, less likely to end up with a CEO who can run this one. and abroad, we have come to conclude that too much of the debate around CEO succession misses one of the most important determinants of success or failure.
Harvard Business Review
DECEMBER 23, 2016
When partners in an alliance come into conflict, it can be just what is needed to produce a technically and commercially successful product. ” Members from each partner organization rate the alliance in areas related to strategic fit, operational fit, and cultural fit. The results were fascinating.
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