growth is what you’re after‚ you won’t learn much from complex measurements of customer satisfaction or retention. You simply need to know what your customers tell their friends about you. The One Number You Need to Grow COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Frederick F. Reichheld The CEOs in the room knew all about the power of loyalty. They had already transformed their companies into industry leaders‚ largely by building intensely loyal relationships
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Stefan Henningsson (sh.itm@cbs.dk) Jonas Hedman (jh.itm@cbs.dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton‚ a talented business (i.e.‚ non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled financial services firm. The course follows Barton through challenges‚ mistakes‚ travails‚ and triumphs. We take this journey with him‚ commenting
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References: Cappelli‚ P. (2008). Talent management for the twenty-first century. Harvard Business Review‚ Retrieved from http://hbr.org/2008/03/talent-management-for-the-twenty-first-century/ar/1 Cappelli‚ P Farrell‚ D.‚ & Grant‚ A. J. (2005). China ’s loomig talent shortage. The McKinsey Quarterly‚ 4‚ 70-79. McCool‚ J. D. (2010‚ March
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HOW HOW THE MOST INNOVATIVE COMPANIES CAPITALIZE ON TODAY’S RAPID RAPID FIRE STRATEGIC CHALLENGES AND AND STILL MAKE THEIR NUMBERS. BY BY JOHN P. KOTTER PHOTOGRAPHY: GETTY IMAGES HBR.ORG November 2012 Harvard Business Review 45 THE BIG IDEA ACCELERATE! Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption. Any company that has made it past the start-up stage is optimized for e ciency rather than for strategic agility—the
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return business to recover the costs for marketing to that buyer. Question 2 a) In my opinion‚ Dropbox was an extremely attractive opportunity mainly because of the fact that there was nothing else like it on the market in terms of
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case study. HCL Technologies‚ in 2006 midwinter‚ people started to think enormous potential. HCL Technologies had developed a system called BAIT it is called Business-Aligned IT(Nayar‚V 2010). The goal of this system is align the services to the customers’ specific business processes. The system has identified the three most critical business processes. According to the case study‚ the three are - analyzed them‚ determine how to align them with HCLT solutions‚ and estimated the amount of money we
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Failure Understand It HBR.ORG Amy C. Edmondson is the Novartis Professor of Leadership and Management and co-head of the Technology and Operations Management unit at Harvard Business School. We are programmed at an early age to think that failure is bad. That belief prevents organizations from effectively learning from their missteps. by Amy C. Edmondson ILLUSTRATION: GUY BILLOUT T THE WISDOM OF LEARNING from failure is incontrovertible. Yet organizations that do it well are extraordinarily
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Armstrong (A) Case Summary: This case is about Dave Armstrong‚ a 29 year old second year MBA student of Harvard Business School. Immediately after his graduation from a small liberal arts college in Texas‚ he started working for Thorne Enterprises as a computer Programmer. After eighteen months in the job‚ he quit to go into life insurance business in Amarillo. He applied to Harvard Business school but hadn’t considered what he would do‚ once accepted‚ he decided to go there as he and his wife wouldn’t
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success of a business; culture is described as thoughts‚ ideas‚ and shared meaning. As the global industry continues to expand and opening doors for every business in the world‚ a culture of etiquette and respect needs to be established. In addition‚ understanding the body language of cultures outside one’s own is important to the success of a business relationship. “Culture is powerful because it guides our perception and understanding of the world‚ and in turn it shapes and behavior” (Harvard Business
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References: Ross‚ J. W.‚ Weill‚ P. & Robertson‚ D. C. (2006). Enterprise architecture as a strategy: Creating a foundation for business execution. Boston‚ MA: Harvard Business School Press.
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