Harvard Business Review

MARCH 13, 2015

It’s impossible to have a good strategy poorly executed. That’s because execution actually is strategy – trying to separate the two only leads to confusion. And no one can describe “strategy execution” in a way that does not conflict with “strategy.” Emphasis added].

Execution 8

Execution Strategy Sull Charan 8

First Friday Book Synopsis

NOVEMBER 25, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Managing Global Innovation: Frameworks for Integrating Capabilities Around the World Yves Doz and Keeley Wilson Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition (Second Edition) Dennis N.

Blog 80

Blog Globalization Review Innovation 80

First Friday Book Synopsis

JANUARY 1, 2012

Adam Bryant conducts interviews of senior-level executives that appear in his “Corner Office” column each week in the SundayBusiness section of The New York Times.

Chief Technology Officer 75

Chief Technology Officer Team Building Technology Execution 75

Harvard Business Review

MAY 13, 2014

I spoke with contributor Don Sull , who teaches strategy at MIT and the London Business School, about the tension between scholars who put sustainable competitive advantage at the center of strategy and those who argue that some industries are changing too quickly to allow for sustained performance. When Innovation Is Strategy.

Sull 14

Sull Competitive Advantage Porter Innovation 14

Harvard Business Review

MAY 12, 2015

It was this received opinion Michael Porter was questioning when, in 1979, he mapped out four additional competitive forces in “ How Competitive Forces Shape Strategy.” Strategies for staying ahead. He was hardly alone — that was evidently how most economists thought about competition, too. Insight Center.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

MAY 18, 2015

It is nearly impossible to translate — let alone execute – a strategy that you don’t understand. Isn’t that exactly what a strategy should do — help teams and leaders decide the right thing to do in the face of new threats and opportunities? As a result, most leaders score a C- in strategy comprehension.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

JULY 22, 2015

Puzzling anecdotes abound: Microsoft has missed out on a series of new products in the past decade, yet as Don Sull points out , it continues to be highly profitable. Taking a cue from Don Sull, we can distinguish between two types of competition. In a competitive economy you tend to get lots of little, focused companies.

Sull 8

Sull Competitive Advantage Porter Industry 8