Great Leadership By Dan
MAY 14, 2015
The focus of leaders is on utilizing people as a company’s most important product, to establish missions, strategies and goals for the organization. Good leadership begins with identifying key resources with competencies that meets the demands of a business’s vision and strategy.
Harvard Business Review
SEPTEMBER 27, 2012
Successful companies shape their high-level strategies by relying not on complicated frameworks but on simple rules of thumb. It illustrates how simple rules can help companies shape strategy in an uncertain environment. Strategies often falter in execution because of insufficient coordination across the organization.
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Harvard Business Review
MAY 4, 2017
When Patrick Collison, CEO of electronic payments company Stripe, helped kick off our second-year strategy course at the Stanford Graduate School of Business this year, he observed that this has created one of the most profound differences in decision criteria between leaders in industrial-era and internet-era companies. So is Facebook.
Harvard Business Review
JUNE 8, 2018
Business students have traditionally considered net present value, payback period, and hurdle rates as necessary tools to determine which project to select. Traditional companies therefore rely on two strategies. Both strategies, however, create cultural incompatibility within the organization.
Harvard Business Review
NOVEMBER 19, 2015
This requires applying different approaches to strategy and execution in different parts of their business, as well as constantly re-balancing exploitation (generating cash to support growth) and exploration (finding winning products and models). Adopt the right approach to strategy and execution in each part of the business.
Harvard Business Review
JUNE 18, 2015
In a survey of 79 PE firms managing more than $750 billion in capital, we provide granular information on PE managers’ practices and how firms’ strategies relate to the characteristics of their founders. In particular, no paper examines detailed levers of value creation across financial, governance, and operational engineering.
Harvard Business Review
MAY 29, 2017
And finally, writing a values statement is used as the start of an ongoing, transformational journey, not the conclusion of one. When these three conditions aren’t present, values can get hijacked and misused. Without accountability, values become a weapon to punish. Here’s how it happens: 1.
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