Harvard Business

JUNE 19, 2017

If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.

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Agile Software Case Interview Video 28

Harvard Business

NOVEMBER 22, 2017

Why is one multinational consumer goods company organized by category, while another organizes by region? Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 28

Strategy Strategy Strategy& Company 28

LSA Global

JUNE 9, 2023

Does your talent management strategy make it clear who is ultimately responsible for leadership succession planning? Current Leaders Are Not Secure Enough to Support the Process Some executives view succession planning as a threat to their position and status in the company — especially if they have no current intention of moving on.

Leadership 36

Leadership Deloitte Development Research 36

Harvard Business

OCTOBER 25, 2016

Reeling from the growing pains of a $475 million merger with Nortel, the business communications company faced lingering customer disillusionment and falling profits. Most big companies are happy to bump their score up by just a few points in that amount of time. It takes a major cultural shift in the company.

Methodologies 28

Methodologies Agile Metrics Exercises 28

LSA Global

DECEMBER 3, 2019

After massive investments of time and money, too many companies report failing at strategy execution. A recent McKinsey survey of 800 companies found that a whopping 77 percent of strategic decisions were made outside of the original strategic plan. The caveat is that there must be some agility as you execute the plan.

Strategy 36

Strategy Strategy Strategy& Leadership 36

Kates Kesler

NOVEMBER 29, 2015

After working closely with over twenty large US and European-based global companies during the past ten years, we have concluded the problem is not in the fundamental design of these operating models. Over time mid to large-cap companies tend to build in layers of organization. Galbraith, 2009). This is also a fallacy.

Enterprise 50

Enterprise Metrics Operations System 50

Harvard Business

MAY 24, 2016

Many companies go to great lengths every year or two to determine just how motivated their work force really is. More recently, online sites such as Glassdoor and Vault let HR managers view anonymized praises and complaints about their company from employees and former employees – comments the whole world can see. Insight Center.

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Metrics Survey Software Operations 33

Harvard Business

MARCH 28, 2017

It has put customers, not companies, in charge. Preparing for the Future of Talent Acquisition. This revealed five essential leadership and organizational capabilities: discipline and focus, agility, connectivity, openness and transparency, and empowerment and alignment. Agile organizations are connected organizations.

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Harvard Business

NOVEMBER 23, 2017

That time is spent establishing financial and operational metrics, aligning goals with overarching strategy, allocating resources, and reviewing key metrics. High-performing teams spend 14% more time checking their progress against strategic goals by reviewing key metrics and shifting resources accordingly.

Strategy 35

Strategy Strategy Strategy& Enterprise 35

Harvard Business

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. When confronted with disruptive technologies, many companies fail to align digital strategies with their core strategies.

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Intellectual Property Talent Industry Culture 28

Harvard Business

AUGUST 23, 2018

That fear drives their companies to invest millions into coming up with breakthrough innovations. One major Asian electronics company built a design lab to develop new hardware product ideas. This electronics company had no clear plan for how projects would transition from the small design lab team back into the core business.

How To 28

How To Film Productivity Development 28

Henman Performance Executive

SEPTEMBER 2, 2014

Similarly, organizational stars hold high standards for themselves, so it makes sense that they will hold their places of employment to equally high metrics. Most leaders build their companies based on their beliefs about the future; however, the future has shown itself to be unpredictable and fickle. Hire superior talent in key roles.

Company 28

Company Culture Talent Agile 28

Kates Kesler

JUNE 11, 2014

Learning from Big Companies. We recently completed a study for the CEO of a very well known, global sports-apparel brand company. He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size.

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Apparel Healthcare Enterprise Chemicals 82

Harvard Business

FEBRUARY 5, 2018

More recently, however, companies have widened their aperture, recognizing that success with AI and analytics requires not just data scientists but entire cross-functional, agile teams that include data engineers, data architects, data-visualization experts, and—perhaps most important—translators. Insight Center.

Data 28

Data Engineering Agile McKinsey 28

Harvard Business

DECEMBER 18, 2017

In fact, the interests of companies and workers are more aligned. As machines do more of what was once human, companies and people who thrive will not be those who guess correctly at the next narrow skillsets, but who cultivate the capacity of their workers to learn faster. For this to succeed, leaders have to really believe in it.

Balance Sheet 28

Balance Sheet Efficiency Agile Financial 28

Harvard Business

MAY 7, 2018

Bain & Company, in partnership with Google, surveyed nearly 1,700 global marketing and media decision makers to learn more about the value they’re gaining from investments in digital information and technology. Do we have the right talent to analyze and act on that information? We also found that marketing leaders are 1.7x

Data 28

Data Marketing Bain Media 28

Progressus

OCTOBER 25, 2023

Digital agility. Technology enables greater agility. For example, IoT and real-time data streaming can help companies optimize their supply chains – enabling them to act in the event disaster strikes or there’s a bottleneck that could cause delays. Empowering talent. Intelligent automation.

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Data Agile Tools Talent 52