N2Growth Blog

SEPTEMBER 13, 2024

They bridge the gap between strategic plans and daily operations, optimizing resource use to stay aligned with long-term goals. The Importance of Strategic Leadership in Organizations Strategic leadership is the driving force behind an organization’s transformation and success.

Execution 221

Execution Strategy Strategic Planning Diversity 221

In the CEO Afterlife

APRIL 24, 2017

What’s left in apparel and sporting goods is a good strategic fit with Nike’s operations. That makes an organization operationally and strategically stronger. Farsightedness is essential to effective leadership. The glue that binds leadership, strategy, and execution is people—at every level of the organization.

Company 177

Company Apparel Competitive Advantage Long-term 177

Strategy Driven

OCTOBER 21, 2016

billion into Nissan, but in return it required more than 36 percent of the company’s ownership and a commitment from Nissan to appoint Renault executive Carlos Ghosn as Nissan’s chief operating officer. Under his leadership, Ghosn said, the struggling automaker would return to profitability in a year and halve its debt a year later.

Chief Operating Officer 50

Chief Operating Officer Short-term Strategic Fit Strategy 50

Harvard Business Review

MARCH 12, 2014

The company’s twenty years of entrepreneurial success had positioned the company to reap greater financial rewards using a more disciplined operational focus. However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8

Harvard Business Review

JUNE 8, 2015

Within EB, Merck first created a Global Health Innovation Fund and then a Healthcare Services and Solution unit to identify, develop, and operate nascent opportunities that fit that thesis. As a great organizational scholar, James March, once noted, “ Leadership involves plumbing as well as poetry.”

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

NOVEMBER 17, 2015

He or she must believe in and articulate a “higher ambition,” as we call it at the Center for Higher Ambition Leadership. Managers whose leadership is inconsistent with corporate purpose and values are asked to leave, though even this last act is done with caring. It takes a careful mix of mission, management, and culture.

Company 8

Company Teamwork Airlines Commitment 8