Harvard Business Review

FEBRUARY 11, 2016

Leaders recognize that lean and agile business strategies require new ways of accessing talent to fill critical gaps — without necessarily bringing on more full-time employees. Studies of the global agile-talent community vary in their estimates of the size of the population. One of the main problems is decision making.

Agility 8

Agility Organization Resources Fixed Costs 8

Harvard Business Review

NOVEMBER 7, 2013

Managing Yourself Emotional Agility Susan David and Christina Congleton All healthy human beings have an inner stream of thoughts and feelings that include criticism, doubt, and fear: “ I’m a fake.” “ He’s a jerk.” “ It was the same in my last job.” Who ever thought you could sell fresh eggs online for more than they cost in the local market?

Agility 8

Agility Chemicals Creativity Banking 8

Strategy Driven

JUNE 5, 2014

Given the cost of “marketing fuel”, it sure would be nice to know when to press the accelerator or take another path to reach the destination. In 2013, the Marketing Sherpa B2B Analytics Study revealed that 63% do nothing or occasionally leverage data to gain any insight. About the Author.

Marketing 50

Marketing B2B Due Diligence Benchmarking 50

Harvard Business Review

NOVEMBER 30, 2017

In fact, MGI analysis of financial data shows that large publicly traded US manufacturing firms, most of them multinationals with revenues greater than $500 million, averaged returns on invested capital of 22% from 1997 to 2013. manufacturers do source from domestic suppliers, they tend to regard them purely as a cost center.

Supply Chain 8

Supply Chain McKinsey Incentives Bottom-up 8

Harvard Business Review

SEPTEMBER 16, 2016

In 2015, Lloyd’s (the world’s specialist insurance market) estimated that cyber-attacks cost businesses as much as $400 billion per year , which includes direct damage plus post-attack disruption to the normal course of business. Such costs are expected to quadruple again by 2019, to in excess of $2 trillion.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 8

Harvard Business Review

APRIL 23, 2014

The Lean Startup is an approach to developing new products that came out of “Agile” software development, with “sprints” (quick deliverables) and fast learning. In January 2013, Chip Blankenship, CEO of GE Appliances issued a challenge to the newly formed team: “You’re going to change every part the customer sees.

Ries 10

Ries Waterman Finance Learning-by-Doing 10

Harvard Business Review

FEBRUARY 24, 2014

For instance, a 2013 Gartner survey found that 64% of enterprises were deploying or planning big data projects, up from 58% the year before. Rather than focusing on the costs of action, mature big-data users consider the costs of inaction. But I find these numbers hard to believe, for three reasons. What works? What doesn’t?

ROI 10

ROI Maturity How To CRM 10

Harvard Business Review

DECEMBER 23, 2016

The ManpowerGroup Contingent Workforce Index of 2013 showed 40% of all ManpowerGroup consulting engagements blended permanent and contingent workers. That leaves most organizations lacking a clear total workforce perspective and no integrated strategy to engage workers at the right time, cost, and contractual arrangement.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

MARCH 26, 2014

Facebook had 2,400 employees in 2011; 3,500 in 2012; 4,900 in 2013; and 6,300 today. In introductory economics courses in college, kids learn about “opportunity costs” and the “time value of money.” There is a possible consolation prize: perhaps these kids can parlay their programming skill into jobs at Facebook or Google.

Development 9

Development Levitt Real Estate IPO 9

Harvard Business Review

MAY 2, 2013

Until now, the goal has been to standardize and optimize transactions among these components to reduce costs and achieve efficiency. This will lead to new business models, new processes, more meaningful business interactions, innovation, improved and faster decision making, and a more agile organization. IT management'

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

APRIL 29, 2013

So business leaders relentlessly drive down costs to maintain share. We are at the early stages of seeing large organizations outsource specific services such as HR, accounting, payroll, and IT support while breaking themselves up into smaller, more agile enterprises to address specific markets, geographies, or customers.

CIO 8

CIO CEO Outsourcing Agility 8

Harvard Business Review

MAY 16, 2016

The performance penalty may be manifest in poor customer attraction and retention, higher-than-expected costs, organizational dysfunctions, or simple financial underperformance. A series of scandals, such as foreign exchange fixing, has resulted in it receiving record fines, regulatory scrutiny, and highly negative publicity.

Banking 14

Banking Strategy Film Operations 14

Coaching Tip

JULY 10, 2014

Today’s optimism for growth is limited by a lack of organizational agility, and employers are seeing the impact of the financial cuts and cost reductions that placed talent development on the back burner. The data was gathered at the end of 2013 by a third-party research expert.

Human Resources 106

Human Resources Leadership Development Resources Development 106

Harvard Business Review

MAY 6, 2013

To be fair to the CIO, CEOs have created this problem by emphasizing efficiency and cost-cutting over value creation. These are the things that will create more value for the customer and enable the enterprise''s agility. To put it simply, CIOs are not engaged in the strategic decision-making that goes on at the executive level.

CIO 8

CIO Hamel Technology Tactics 8

Harvard Business Review

AUGUST 26, 2015

Automation anxiety reached new heights in 2013, when Carl Benedikt Frey and Michael A. Machines aren’t quite this agile (yet), whereas people can be. Other studies have posited that robots might be improving productivity , rather than costing jobs.) ” Still, the model is conceptual.

Technology 8

Technology Skills Deming Osborne 8

Harvard Business Review

JANUARY 29, 2015

As Marco Annunziata , Chief Economist at GE, told me, “We’re no longer selling customers just a jet engine, a locomotive, or a wind turbine; we’re bringing data and actionable solutions along with the hardware to reduce costs and improve performance.” Operations Competitive strategy Technology'

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

NOVEMBER 20, 2017

Today’s successful companies close the strategy-to-performance gap with a new strategy approach best described as “Decide-Do/Refine-Do” This agile, test-and-learn approach is better suited to today’s tumultuous environment. The rise and fall of Webvan illustrates the cost of an inflexible strategy.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

APRIL 23, 2018

NASA has moved from being a hierarchical, closed system that develops its technologies internally, to an open network organization that embraces open innovation, agility, and collaboration. NASA, purely funded by government, incurred the total costs and became the owner of the resulting technology. NASA had to learn how to collaborate.

Budgeting 8

Budgeting Technology Innovation Operations 8