Harvard Business Review

APRIL 12, 2016

Leadership development represents a huge and growing investment for most organizations. Industry research, for example, shows that companies spent more than $24 billion on leadership and management training worldwide in 2013, an increase of 15% from 2012. product pricing, operational efficiency, customer service, etc.). .”

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. Manage costs — or add value?

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models?

Business Model 16

Business Model Incubator Supply Chain Welch 16

Harvard Business Review

NOVEMBER 15, 2017

Pioneers of new business models, such as Alibaba and Amazon, are launching innovations in rapid succession, such as voice ordering and real-time pricing, while simultaneously building scale and driving down costs. By streamlining store complexity, the team was also able to slash the retailer’s supply chain costs by 20 percent.

Retail 11

Retail Chief Executive Officer Supply Chain Merchandising 11

Harvard Business Review

FEBRUARY 27, 2017

Meanwhile, business was free to focus on generating growth, productivity, innovation, and, ultimately, societal wealth. Toward a New Leadership Agenda. While the last wave of globalization centered on accessing foreign markets and creating low-cost global supply chains, the next wave could follow a very different pattern.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

JANUARY 29, 2013

Accountability is often the unhappy byproduct rather than desirable outcome of innovative analytics. At one global technology services firm, salespeople grew furious with a CRM system whose new analytics effectively held them accountable for pricing and promotion practices they thought undermined their key account relationships.

Resistance 8

Resistance Organization Supply Chain CRM 8

Harvard Business Review

NOVEMBER 30, 2010

After an intense innovation workshop, the CTO of a globally-successful Chinese electronics supplier approached, unhappily. You emphasize the importance of collaborating with your customers to innovate," he moaned, "but our best customers don't want to collaborate. They're not interested in innovating with us.". The CTO grimaced.

CTO 15

CTO Lean Manufacturing Supply Chain Innovation 15

Harvard Business Review

DECEMBER 27, 2016

In many cases, these volatile big bets create bigger movements, up and down, in the stock price of a company than its (more stable) core business. economy is not just the opportunity for raw innovation, but the ability to scale new technologies within large global companies. One might even say that an increasing advantage of the U.S.

Company 12

Company Supply Chain Retail Bureaucracy 12

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models?

Business Model 9

Business Model Incubator Supply Chain Welch 9

Harvard Business Review

OCTOBER 28, 2014

At the same time, dramatically increased price competition by discounters such as Aldi severely undercut Tesco’s “every little helps” value proposition. Even Walmart—overwhelmingly focused on optimizing its everyday low-pricing supply chain logistics—took Tesco’s command of customer analytics seriously.

Retail 8

Retail Loyalty Supply Chain Discount 8

Harvard Business Review

NOVEMBER 18, 2011

Water is one of the world's most glaring commercial anomalies, with a price reflecting nothing more than the costs to extract and distribute it. Even as demand vastly outpaces supply, the market price is as static as a boulder in stream. But for such a transparent substance, water's economics are anything but clear.

Supply Chain 15

Supply Chain Long-term Short-term Porter 15

Harvard Business Review

APRIL 9, 2015

Conceding on price or substance because you don’t want to upset the other party is a losing scenario, even if you think you’ve temporarily saved the relationship. That positive, innovative approach is not only far more likely to lead you to a beneficial solution, but also to a place of trust. Principles to Remember.

Supply Chain 8

Supply Chain How To Price Case Study 8

Harvard Business Review

SEPTEMBER 26, 2011

Just as the A's used analytics to find undervalued players who got on base at a disproportionate rate, your company can crunch data to find the offers your customers will respond to best, the price points that will move the most products, or the supply chain configurations that will wring out most cost.

Company 14

Company Supply Chain Competitive Advantage Film 14

Harvard Business Review

OCTOBER 12, 2011

In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning.

Organization 9

Organization Supply Chain Decentralization Bureaucracy 9

Strategy Driven

MARCH 18, 2011

Those companies that ‘sweat’ their capabilities continuously improve them and sustainably capture the top-line growth in their industries and, ultimately, market leadership. First is an effectiveness benefit, which is realized simply in doing what you’re exceptionally good at over and over, day in and day out.

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

APRIL 16, 2012

Even more remarkably, they achieved this without resorting to price competition. This is an excellent story of reverse innovation in action.but the story has only just begun. Recently, P&G has completely reversed the innovation approach at Gillette. and $0.10) — less than 3% of the Fusion ProGlide's prices.

Innovation 14

Innovation Glocalization Supply Chain Retail 14

Harvard Business Review

APRIL 27, 2015

Can you think of any business topic that’s been hotter for longer than innovation? In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. And yet when it comes to innovation, the gap between aspiration and accomplishment seems as big as ever.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

DECEMBER 20, 2011

The greening of the supply chain. Coca-Cola was not alone in facing increasing costs in 2011; one of my clients, Kimberly-Clark, took an earnings hit from record pulp prices. These companies are notable victims of a new reality: resources are constrained and input prices are fundamentally rising. Climate change is here.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

MARCH 4, 2014

What Nike and Coca-Cola leadership get is that the climate issue is a systemic problem, not easily defined in one single way, and it directly and profoundly affects their business. So are a lighting retrofit, a boiler overhaul, innovation to reduce energy use of your products, and much more. That’s exactly right.

Supply Chain 8

Supply Chain Company Short-term Fast Follower 8

Harvard Business Review

DECEMBER 17, 2013

But as I’ve done for the last 4 years, I’ll attempt to summarize some of the latest stories about the big environmental and social pressures on business, and how some innovative companies are dealing with them. Food and food waste gets more attention, debate, and innovation: Can cows save the world, or should we make meat in labs?

Supply Chain 10

Supply Chain McKinsey Energy Apparel 10

Harvard Business Review

JULY 12, 2016

“I know China pricing is a huge issue,” the leader might say, “but right now we need to make sure that our pricing on product X doesn’t create problems for us in Germany and France. Our pricing decision-making is a mess. But let’s help our China team resolve these four pricing issues today.

Bureaucracy 8

Bureaucracy 360-Degree Feedback How To Energy 8

Harvard Business Review

OCTOBER 20, 2014

In this letter, I’d like to explain more fully why I view the $51 billion already spent by Apple on open market (including accelerated) share repurchases under your leadership as a major misallocation of resources for both the company and the U.S. Rather, they trade in outstanding shares in the hope that their market price will increase.

EPS 11

EPS Innovation Incentives Supply Chain 11

Harvard Business Review

SEPTEMBER 24, 2013

Through a concerted focus on our supply chain, we use rigorous value-based purchasing protocols, market intelligence, and business analytics to examine every purchase from the standpoint of value, utility, and outcomes. To remedy that, we’ve taped price lists to supply cabinets in some ORs. Leading Health Care Innovation.

Health Care 9

Health Care Supply Chain Cost Quality 9

Harvard Business Review

DECEMBER 14, 2016

The younger firms seem to excel in speed, experimentation and delivering a steady stream of innovation. Innovation gets handled centrally, far from the front line. Leadership is changing — fast. • Move and innovate faster. Customers are neither involved in the process nor, in some cases, even welcome.

Commitment 8

Commitment CEO Supply Chain Learning-by-Doing 8

Harvard Business Review

OCTOBER 19, 2018

More than 200 companies have publicly called for the introduction of carbon pricing. On human rights issues, companies have lobbied the UK government for stronger regulation tackling Modern Slavery in corporate supply chains, and the Cambodian government for stronger protection for worker’s rights. What’s going on?

Globalization 10

Globalization Policies Supply Chain CEO 10

Harvard Business Review

SEPTEMBER 19, 2016

The loss of American trade leadership could hardly come at a worse time. This uncertainty calls for political leadership. Moreover, the Senate Republican leadership will have little incentive to push the TPP if a newly-elected President Clinton opposes it, especially if Republicans lose their majority in the Senate.

Supply Chain 8

Supply Chain Politics Policies Globalization 8