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.
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.
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Harvard Business
JULY 19, 2017
In 2011, the average tenure dropped to 18 years. Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud. Fundamentally, though, digital transformation is the result of enterprises seeking to adapt to the storm of new technology affecting markets and customers. How to Become a Digital Enterprise.
Harvard Business
OCTOBER 13, 2016
According to a recent CTI study, global leaders must master a pivot to project credibility, demonstrating authority in a form familiar to senior executives in the West (the vertical pivot) while prioritizing emotional intelligence with stakeholders in local global markets (the horizontal pivot).
Harvard Business
MARCH 12, 2018
Many legacy companies would like to transform themselves into agile, talent-first organizations. Its cars didn’t match up well with those of top luxury brands like Mercedes, BMW, and Audi, yet the company lacked the capacity to compete with mass-market leaders like Toyota and GM. Gerald Lord/Getty Images.
Harvard Business
JANUARY 3, 2017
The company, Australia’s largest wealth platform provider, is the wealth management arm of the Westpac Group (Australia’s second largest bank in terms of market capitalization). During early 2011, Shuttleworth’s team interacted with customers of two of the key products to understand their needs. Related Video.
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.
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