2014 Metrics Operations Productivity 
Kates Kesler
JULY 2, 2015
Between 2012 and 2014 alone, Kraft, Royal Dutch Philips, Hewlett Packard, Ingersoll Rand, ConocoPhillips, Darden, and E-Bay agreed to split off substantial portions of their business in response to a groundswell of hostility toward underperforming diversified companies. Studying these companies up close is productive.
Harvard Business
APRIL 6, 2017
It’s proven hard to solve these problems partly because of metrics: It’s hard to identify and measure the factors that lead to high-quality information or connection. Technologists often discuss the problem of “ vanity metrics.” In journalism, for example, the pageview is a much-maligned metric.
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Kates Kesler
JUNE 11, 2014
Royal Dutch Philips is a $20B diversified consumer electronics, healthcare, and lighting products company. He reset collaborative P&L metrics and business review processes, shared by the region leaders and the global product leaders, to form tight “business handshakes,” that he regards as the center of a granular set of growth strategies.
Harvard Business
JUNE 7, 2016
Conventional wisdom would seem to suggest that companies have no incentive to lengthen the life cycle of their products and reduce the revenue they would get from selling new goods. Operations in a Connected World. For the most part, consumers control what happens to a product. Insight Center. Sponsored by Accenture.
Harvard Business
MARCH 31, 2017
After all, if you’re trying to sell a product or strategy, you need to be able to demonstrate that it is both practical and high margin. The most important concepts to grasp are “how to measure profitability, EBITDA, operating income, revenue, and operating expenses,” he says. ” Focus on key metrics.
Harvard Business
MAY 24, 2017
In 2014 Jess Jacobs, a director in an innovation lab, started blogging about her experience as she received treatment for two rare diseases. Like many patients, Jess felt her providers were delivering very little quality of care when defined by the one metric that mattered most to her: time. Jess was trained as a Six Sigma Green Belt.
Harvard Business
SEPTEMBER 17, 2018
The top-performing emerging-market firms innovate more aggressively than their advanced economy rivals: 56% of their revenue comes from new products and services, compared with 48% for firms in advanced economies. We can see that clearly when looking at the productivity record of these countries.
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