Information Management Leadership Marketing 
Strategy Driven
DECEMBER 28, 2010
To avoid this risk requires informing management decisions with comparable, value-based data related to the entire body of organizational initiatives. This unavoidable phenomenon increases the risk of project duplication and diversion of funds from relatively high value projects to less impactful ones.
Strategy Driven
NOVEMBER 4, 2010
About the Author Marshall Fisher, co-author of The New Science of Retailing , is the UPS Professor of Operations and Information Management at the University of Pennsylvania’s Wharton School of Business and co-director of the Fishman-Davidson Center for Service and Operations Management.
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Strategy Driven
JULY 13, 2011
While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. It turned out that the unit was driving profits by raising prices and cutting marketing and advertising expenditures.
Ask Atma
JANUARY 2, 2011
And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Enhance customer service.
Strategy Driven
MAY 19, 2016
So: manage change first to set up the buy-in; then offer information. Conventional sales, marketing, training, coaching, parenting, and leadership models use sharing and gathering information at their core. Hence long sales cycles/lost sales and implementation problems, ignored advice, and lost opportunities.
Harvard Business Review
JUNE 20, 2024
But executives have a tool to combat these challenges – information. With so much information available, how do we know what to trust? The daily decisions modern leaders face are increasingly complex. At the click of a mouse or the press of a thumb, they can call up cutting edge research on virtually any topic.
Harvard Business Review
JULY 31, 2015
This “island mentality” is surprisingly prevalent among talented, seasoned managers. The paradox is that companies spend millions acquiring competitive or market “intelligence” from armies of vendors and deploy the latest technology disseminating the information internally.
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