Organizational Talent Consulting
OCTOBER 2, 2023
This is alarming, given evidence a direct positive correlation exists between employee commitment to strategy and employee involvement in strategy development. Here is what leaders need to know to be more inclusive in strategy development and how to overcome three common barriers. Development. The first step is to listen.
Brimstone Consulting
DECEMBER 15, 2020
To take advantage of this opportunity place focus on building agility, aligning the organization, operating as a team of teams, and developing your people. Build Agility. While it is easy to say these pivots were a result of agility, it is important to differentiate between “brilliant improvisation” and a repeatable capability.
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Kates Kesler
JUNE 11, 2014
He installed heavy-weight market leaders in key growth markets (much as GE has done) to bring management attention to market development, commercial capability, and relationships with government entities. The strategy worked until growth slowed in both developed and developing markets.
Harvard Business
MARCH 1, 2018
Unlike national oil companies and oil majors that typically take five to 10 years to develop conventional oil reserves, these independent and “unconventional” players have improved their drilling and fracturing technology to the point where they can respond within months to temporary spikes or dips in the market.
Harvard Business
MAY 16, 2016
For example, as it grew, Facebook found that its early “move fast and break things” culture had to be funneled into focused technical teams and product groups to make its product development process faster and less erratic, and for it to have a chance of meeting the demands of its new public shareholders following its IPO.
Harvard Business
OCTOBER 18, 2016
Engineers and managers toil for months, often years, to conceive, develop, and launch new products. Terminating products such as mobile devices is a complex process that involves an ecosystem of design companies, carriers, applications developers, software companies, content providers, and manufacturers.
Harvard Business
AUGUST 22, 2016
And I wasn’t the only one concerned about the company’s direction – in 2008 my colleagues Yves Doz and Mikko Kosonen wrote about the “rollercoaster” that was strategy at Nokia for many years, just before the Apple phenomenon decimated the company’s handset business.
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