Harvard Business Review

JUNE 17, 2013

In both C suites and boardrooms, discussions about business performance usually center on topics like market momentum, M&A opportunities, capital management, and productivity enhancements. To align and motivate employees to work together, we eliminated all four centers and created one new streamlined operation in New Jersey.

Company 9

Company Compliance Long-term Short-term 9

Harvard Business Review

DECEMBER 22, 2015

They avoid getting trapped on a growth treadmill, chasing multiple market opportunities where they have no right to win. But the companies we studied resist disruptive reorganizations and instead put their culture to work. Operating as these companies do takes a lot of confidence. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

MARCH 28, 2012

Here's a case in point: In 2004, my HBS colleague Gary Pisano and I conducted a project at a leading manufacturer of highly sophisticated production equipment for the electronics industry, which I'll call "Exotech." Like many companies, Exotech struggled with serious time delays in its product-development projects. Encourage Dissenting Views.

Team 12

Team Software Project Tools 12

Harvard Business Review

DECEMBER 13, 2017

This has been a remarkable year for the markets. From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%. The distinction between current profits and market value is important because market value takes into account future profits, so in principle it captures the long-run returns to R&D.

Short-term 8

Short-term Decentralization Company Trends 8