Harvard Business

OCTOBER 25, 2016

In 2011 Avaya had a major likability problem, and the according market performance you would expect. Avaya’s 2011 Net Promoter Score (NPS) was in the 20s (on a scale of -100 to +100), suggesting that it would have a hard time keeping the customers it had, let alone grow on word of mouth. The risk had been managed well.

Methodologies 28

Methodologies Agile Metrics Exercises 28

LSA Global

APRIL 18, 2017

Borders began as a standard bricks-and-mortar bookstore in Michigan in 1971 and grew to employ almost 20,000 workers before it ceased operations in 2011. The third and final nail on the coffin was that they didn’t read their market right – a fatal change management mistake. They were not agile enough. Autopsy #1 – Borders.

Change Management 34

Change Management Management Film Pharmaceuticals 34

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. The soaring U.S.

Cash Flow 30

Cash Flow Transportation Balance Sheet Energy 30

Harvard Business

JUNE 23, 2017

As a business term, “unicorn” was coined to describe a rarity: In 2011 there were just 28 early-stage companies, still privately owned, with investment valuations of $1 billion or more. Nurtured correctly, it can help a company achieve scale insurgency — a company with the benefits of both size and agility.

Talent 31

Talent Company Culture Bain 31