Harvard Business Review

JANUARY 23, 2012

Trend lines, market sizing, and competitive benchmarks that served companies well during periods of gradual market evolution do little good in industries where new technologies create seismic shifts, demand is uncertain, and rivals emerge from left field. Heins needs to pay attention up front to defining the challenges carefully.

Strategy 16

Strategy CEO Strategic Planning Consensus 16

Harvard Business Review

JUNE 25, 2018

Still, market research suggests that future markets for its products and services could be huge — with the U.N. Sustainable Development Goals forecast to generate market opportunities of over $12 trillion a year by 2030 (and that’s considered a conservative estimate). .”

TBL 15

TBL Bottom-up Long-term Early Adopters 15

Harvard Business Review

JULY 12, 2018

We can’t always match market salaries, but we need exceptional (read: expensive) talent in order to build from scratch. How do you recruit a developer making well into six figures, or an experienced salesperson with four kids in private school? Invest in training and professional development.

Strategy 15

Strategy Incentives Policies Banking 15

Harvard Business Review

MAY 31, 2012

What makes this case of corporate accountability so important is that it is a discretionary matter of "private ordering" under JP Morgan risk management policies, not under a mandatory rule contained in Dodd-Frank. Claw-backs or hold-backs of past awards could be appropriate for the departed employees.

CIO 9

CIO Committee Risk Management Banking 9

Harvard Business Review

MARCH 2, 2016

Incapable of raising the top line through organic growth, corporations turn to managerial and financial tricks to please shareholders. Boards incentivize CEOs to increase short-term profits by any means necessary, even if it means defunding research and development labs and personnel whose value creation may be a few years off.

Technology 8

Technology Short-term Long-term Creativity 8