Harvard Business

JANUARY 31, 2017

While some have invested significantly in technology, operational, and cultural changes, others are lagging behind. Other financial and operating indicators showed similar disparities. Data and analytics are obviously key. The broad deployment of digital technology requires rethinking both business and operating models.

Company 28

Company Operations Data Benchmarking 28

1 to 1

MARCH 21, 2023

airline in 2022 by the Wall Street Journal , which scores airlines on seven operations and customer metrics. “We It’s our vision to bring those data together because in healthcare, the stakes are different with healthcare worker burnout,” said Alpa Vyas, chief patient officer, Stanford Health Care.

Report 26

Report Healthcare Airlines Trends 26

Harvard Business

MAY 25, 2017

Other firms have ventured down this path, including the conglomerate Wesfarmers , with its 200,000-plus staff, and the global hospital operator Ramsay Health Care. CEO incentives have traditionally been evaluated against objective data — also labelled “hard.” Should soft measures be part of a CEO’s scorecard?

Financial 29

Financial Banking Metrics Benchmarking 29

Harvard Business

AUGUST 9, 2016

In phase three, PE firms are not simply holding companies waiting to dispose of the property, nor are they operating companies seeking to integrate their acquisitions into an existing business. Though autonomous, they can improve their operating capabilities and speed up their time to reinvention by learning from each other.

Talent 28

Talent Real Estate Financial Operations 28

Harvard Business

JUNE 13, 2018

We took this question to our data. Over the past year, we carried out an online survey of 2,500 reorgs (you can still complete the survey and benchmark your reorg here ). Our data shows that face-to-face discussions between leaders and staff, as well as webcasts, tend to be more effective.

How To 30

How To Accenture Benchmarking Survey 30

Harvard Business

MAY 5, 2016

So retailers dramatically shrink merchandising departments and defer procurement decisions to data-driven algorithms for selecting what goes on their shelves. Cable companies enviously and despairingly benchmark Netflix and Amazon to learn how they quasi-autonomously cultivate subscribers and binge viewers. But are they profitable?

Enterprise 28

Enterprise Metrics Retail Productivity 28

Harvard Business

FEBRUARY 13, 2017

So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets. ” Step 2: Do benchmarking. ” Step 3: Define operational requirements. . Not so fast.

Benchmarking 29

Benchmarking Methodologies Apparel Company 29

Harvard Business

AUGUST 10, 2018

Today, the data to answer those questions exists — it’s captured by the software-as-a-service firms whose services companies use to run their businesses. Mainstream software companies are beginning to hold “ data mirrors ” up to their customers, allowing scoring and benchmarking of their customers’ strategies.

Benchmarking 28

Benchmarking Software B2B Comparison 28

Harvard Business

MAY 8, 2017

Whereas most business lists analyze companies by traditional metrics such as revenue or by subjective assessments such as “innovativeness,” our ranking evaluates the ability of leaders to strategically reposition the firm. We then narrowed the list to 18 finalists using three sets of metrics: New growth.

Methodologies 45

Methodologies Culture Metrics Company 45

Harvard Business

SEPTEMBER 27, 2018

The more calls they received, the more operators they needed, and the more their margins eroded. They would continue tracking their normal metrics but, for the next few weeks, these metrics wouldn’t impact teams’ compensation. No market research or benchmarking data would have suggested it.

Company 37

Company Metrics Financial Benchmarking 37

Harvard Business

MAY 18, 2017

I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them.

Management 29

Management Turnaround Engineering Benchmarking 29