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Convergence: Creating Opportunities Across Sectors--Today's Young Leaders Find Passion and Purpose in Cross-Sector Careers
Coleman, John; Gulati, Daniel; Segovia, W. O.Book Chapter HBS-9021BC-EStrategyChapter 1 of "Passion & Purpose: Stories from the Best and Brightest Young Business Leaders" demonstrates the current convergence of the public, private, and nonprofit sectors and discusses trends such as social entrepreneurship and individual employees' switching between sectors. Five young leaders reflect on their cross-sector experiences, and CNN analyst and presidential advisor David Gergen talks about generational changes in cross-sector car...Starting at €8.20
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Operational and Strategy Review Meetings: Keeping the Organization on a Strategic Trajectory for Breakthrough Performance
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7691BC-EStrategyWith strategy and operational plans in place, the enterprise embarks on executing the strategy: producing and delivering products and services to customers, implementing initiatives, and improving processes. However, like mission control after a spaceship has been launched, the enterprise needs to continually monitor and adjust its performance to achieve strategic objectives. Managers guide the enterprise by holding a structured set of meetings t...Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Starting at €8.20
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Aligning Organizational Units and Employees: A Critical Step in the Strategy Execution Process
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7688BC-EStrategyA truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units, and how to align employees with the strategy. This chapter describes the best practices companies use to align business units, support units, and employees to strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Through Your Daily Work: Bring the 3 Imperatives into Your Everyday Activities-How a Great Boss Achieves the 3 Imperatives Every Day
Hill, Linda A.; Lineback, KentBook Chapter HBS-7328BC-EStrategyHow do you spend your time as a manager? Do you carefully plan what you'll do and do what you planned? Or do you find that much of your time is taken up with unplanned events that send you spiraling off in unexpected directions? The reality of managementStarting at €8.20
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Completing Your Journey: Learn from Your Experiences and Relationships-Assessing Your Progress Toward Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7329BC-EStrategyWhere are you on your journey to becoming a great boss? How much further must you go in order to master the 3 Imperatives-manage yourself, manage your network, and manage your team? In this chapter, authors Linda Hill and Kent Lineback explain that becomiStarting at €8.20
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Understand the Reality of Your Organization: You Need Influence to Make Your Team Effective-Why Engaging the Larger Organization Is Imperative to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7316BC-EStrategyHow savvy are you about organizations? If you're naturally inclined to seek out partners and create coalitions, you're lucky, because the failure to work effectively in organizations can derail your journey to becoming a great boss. In this chapter, authoStarting at €8.20
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Bad Profits, Good Profits, and the Ultimate Question
Reichheld, FredBook Chapter HBS-8185BC-EStrategyBad profits choke off a company's best opportunities for true growth, they endanger its reputation, and alienate customers and demoralize employees. This chapter shows companies how to tell the difference between good and bad profits and asks the ultimate question that will determine the future of your business. This chapter was originally published as Chapter 1 of "The Ultimate Question: Driving Good Profits and True Growth."Starting at €8.20
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Starting at €8.20