Harvard Business Review

MAY 17, 2017

” GE recognizes that a networked business model requires a networked organization. Vice chair Beth Comstock is focused on transforming GE into an “emergent organization.” ” GE is also using very different metrics for its platform businesses.

Airlines 14

Airlines Strategy Business Model Metrics 14

Harvard Business Review

DECEMBER 8, 2017

At the organizational level, a business can invest in security products that offer real-time malware assessment of links and attachments. But, they can require the use of a virtual private network (VPN) application to ensure a secure connection to company networks.

Company 8

Company Software Policies Network Organization 8

Marshall Goldsmith

OCTOBER 14, 2013

More and more business customers have quit buying stand-alone products and have started buying integrated solutions. This trend means that leaders of successful organizations will need to develop different organizational structures, systems, and skills in order to meet these new customer requirements.

Telecommunications 111

Telecommunications Franchising Consultative Diversity 111

Harvard Business Review

MAY 2, 2013

Originally, business consisted of neighbors exchanging the products of their labors, dedicated craftsmen travelling from town to town, and localized general stores. Originally, business consisted of neighbors exchanging the products of their labors, dedicated craftsmen travelling from town to town, and localized general stores.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JUNE 2, 2016

This means different things for product development, marketing, and customer service. It’s a distributed governance model for networked organizations. Principles can “nest” inside other principles, like Russian dolls. Wikipedia has specific principles for authors that nest inside the more general five pillars.

Agility 8

Agility Delegation Objective Goal 8

Harvard Business Review

NOVEMBER 3, 2016

.” But in a networked economy, the nature of strategy, value creation, and competitive advantage change from incremental to exponential. They look beyond controlling the pipe that delivers a product and instead build platforms that enable others to create value. The Porter model of strategy isn’t obsolete.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

OCTOBER 1, 2012

This information on product returns, warranties, and customer complaints contained a wealth of information on consumer habits and preferences. Initially, the marketing and network organizations, rather than cooperate, blamed one another for the findings.

Strategy 8

Strategy Committee Retail Information 8

Harvard Business Review

SEPTEMBER 24, 2013

Whether providers like it or not, health care is evolving from a proficiency-based art to a data-driven science, from freelance physicians to hospital-employed physicians, from one-size-fits-all community hospitals to vast hospital networks organized around centers of excellence. Each step in this process leads to another.

Health Care 9

Health Care Supply Chain Cost Quality 9

Harvard Business Review

APRIL 23, 2018

NASA has moved from being a hierarchical, closed system that develops its technologies internally, to an open network organization that embraces open innovation, agility, and collaboration. Sustaining NASA’s and the USA’s space leadership has called for a new way of organizing and competing. Adapting to change.

Budgeting 8

Budgeting Technology Innovation Operations 8

Harvard Business Review

NOVEMBER 27, 2015

Indeed, few creative ideas ever become innovative products or services. Instead, they complement one or two creative minds with diligent executors, savvy networkers, organized project managers, and, above all, hardworking implementers. Furthermore, they are also generally able to access creative ideas generated by others.

Creativity 8

Creativity Team Kaizen Innovation 8