Harvard Business
NOVEMBER 22, 2017
For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?
Harvard Business
JULY 8, 2016
The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. Experts continue to debate whether Chinese businesses are truly disruptive. For some industries in the West, this question appears a bit ridiculous.
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Harvard Business
JULY 30, 2018
The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. So can designing new kinds of incentives, recognizing and rewarding the behaviors you want to encourage, and bringing in new, more diverse viewpoints and types of talent to the company.
Harvard Business
NOVEMBER 30, 2016
If you are a senior executive in a company concerned about activists, you have two potential paths: take the defensive (and perhaps expected) posture of defending your current strategy, or embrace the challenge and reassess your company’s path to value creation. Are there difficult moves that must be made to create a winning strategy?
Harvard Business
JANUARY 5, 2018
But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy.
Harvard Business
SEPTEMBER 21, 2018
Innovation ranks fifth, after more-conventional concerns such as attracting and retaining top talent and the regulatory environment. Instead, boards typically looked for expertise in their firms’ industry (51%), strategy (34%), and financials (30%). Again, we found differences among industries.
Harvard Business
FEBRUARY 22, 2017
.” When directors evaluated the factors that could limit their company’s ability to achieve its strategic objectives, cybersecurity issues were overshadowed by more salient concerns like attracting and retaining top talent, the regulatory environment, and global competitive threats.
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