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In conversation with MIT’s Donald Sull, Doerr explains the key advantages of developing OKRs and why companies must turn their focus to setting the right objectives.
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Dr. John Halamka, chief information officer at Beth Israel Deaconess Medical Center in Boston, MA, explains how technology projects are conceived and scaled through the organization.
Data from MIT SMR’s research suggests corporate leaders may need a reality check on the threat level posed by evolving digital technologies. Quite a few executives see the opportunities and potential for digital technologies — but most don’t recognize the threat posed by failing to respond fast enough.
Traditionally, big energy companies focused primarily on power generation, not customer-centricity. But that’s changing — and today’s digitally empowered customers have opinions about everything from where their energy should come from to when their bills should arrive. Lynn Good, CEO of Duke Energy Corp., reflects on guiding her company through this transformation.
Strategic priorities are most effective when they meet a specific set of criteria. Our interactive tool lets you assess real-world strategic priorities of actual companies and compare your conclusions to the authors’ assessments.
Large-scale, long-term projects are notoriously difficult to manage. But recent research on megaprojects — defined as projects costing more than $1 billion — reveals five lessons that can help executives manage any big, complex project more effectively.
Rather than trying to predict the future, organizations need to strengthen their abilities to cope with uncertainty. A new approach to scenario planning can help companies reframe their long-term strategies by developing several plausible scenarios.
Any organization intent on surviving and thriving into the future must follow a disciplined approach to “flaring” and “focusing,” as it alternates between broadly imagining and vigorously challenging the possibilities.
Many big projects start off well, but then lose momentum and spiral downward as skeptical stakeholders withdraw support. Executives need to identify common triggers that spark stakeholder concerns — and take action to avert the ‘cycle of doubt’ that can ensue.
How do businesses prepare for changes to the environment they operate in brought about by a highly charged political upheaval? When it comes to strategic planning in uncertain times and political change, what’s right for a company depends on its circumstances, its available resources, and how management combines those resources together.
Many organizations are finding success with IoT projects by starting small, considering the short- and long-term value of initiatives, and looking at alternative ways to investigate issues for the information they need.
Anecdotal evidence suggests that considering various scenarios helps strengthen decision making. To test this idea, researchers offered a scenario-based workshop to executives to see how considering scenarios affected decisions. They found that though participants’ confidence in their choices never wavered, the strategic choices they made before the exercise often changed dramatically after viewing the scenarios, with a tendency to become more flexible and focused on long-term value.
Companies that are able to radically change their entrenched ways of doing things and then reclaim leading positions in their industries are the exception rather than the rule. Even less common are companies able to anticipate a new set of requirements and mobilize the internal and external resources necessary to meet them. The article focuses on three companies that transformed themselves and compares them with three other companies from similar industries that hadn’t been required to make a dramatic shift.
As sustainability-related pressures change the competitive landscape, what kinds of capabilities and characteristics will that landscape demand of companies that aim to thrive? Here’s what Business of Sustainability survey respondents and sustainability thought leaders say.
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