Harvard Business
SEPTEMBER 21, 2018
Only 13% of directors in the energy and utilities industry consider innovation to be a major strategic challenge, but the swift growth of renewable energy companies and such developments as the use of drones for monitoring oil and gas production suggest that no industry is impervious to the forces of innovation.
Harvard Business
FEBRUARY 22, 2017
food, beverage & tobacco, household and personal products); Energy & Utilities (e.g., aerospace & defense, industrial conglomerates, textiles); IT & Telecommunications (e.g., internet software & services, semiconductors, wireless telecommunication services); and Materials (e.g., Inadequate processes.
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Harvard Business
JULY 25, 2016
Consider, for example, the challenges that one telecommunications company faced with high turnover in its retail stores. New employees joined, tried to learn about all the product and service plans, became intimidated, and then quit. Almost two-thirds left within the first 60 days. You and Your Team Series.
Management Consulted
JANUARY 25, 2016
Consumer Products. Telecommunications. Some employees explain that they need to be available 24/7 to meet the rigorous demands placed upon them. Business & Consumer Services. Financial Services. Healthcare. Heavy Equipment. Life Sciences. Media & Entertainment. Oil & Gas. Private Equity. Restaurant & Foodservice.
Epicflow
JANUARY 31, 2023
The book will also tell you how not to annoy your people during meetings, how to generate and manage creative ideas, and how office politics can be a kind of problem-solving. The “productive laziness” is built on the Pareto principle that states that in many cases, 80% of the consequences come from 20% of the causes.
Harvard Business
JANUARY 26, 2017
The results show that executives feel that they have a high level of understanding of their companies’ strategic priorities, while sales reps — who aren’t typically in the planning meetings, on the conference calls, or roaming the halls with the people crafting strategy — said they did not. There are other gaps, too.
Harvard Business
APRIL 6, 2016
These conflicting pressures are especially present when the product provided by the asset is not very differentiating (think, for instance, of commodity steel products or container shipping services). This is the virtual network operator (VNO) model used by the telecommunications sector. Model 3: Joint venture of similar assets.
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