Harvard Business Review

/Harvard Business Review
5 11, 2015

Seven Ways To Navigate Through Uncharted Management Waters

By | November 5th, 2015|Harvard Business Review|0 Comments

Today, we live in a society demanding unparalleled rapid business transformation, where consumers are asking for greater technology ennoblement, and organizations to demonstrate a knowledge of their individual uniqueness, as well as demands to make their interactions with an organization a seamless and uncomplicated experience. The implication of these demands, impacts the entire organization, and more than ever, stretch management knowledge limits. […]

17 10, 2015

A Management Guide To Omni-Channel Enablement

By | October 17th, 2015|Harvard Business Review|0 Comments

Defined An Omni-Channel experience leverages customer behaviors across all relevant sales and distribution channels; and provides the basis for a consistent, personalized transaction interaction. Where there is a multi-step transactional experience, completed over time, each relevant channel should recognize the customer’s current process point in the overall transaction fulfillment process, such that customers are able to progress along the transaction process in a transparent fashion. Also implied, but not often mentioned, is the need to gather predictive data such that relevant customer-specific marketing initiatives are delivered digitally to the customer’s preferred device (or in hard copy form to their home). […]

14 09, 2015

5 Senior Management Principles Which Enable Cost Effective Customer Distribution Security Enhancements

By | September 14th, 2015|Harvard Business Review|0 Comments

Methods of customer service and product distribution are evolving rapidly. Customers are asking for new remote methods to initiate orders, as well as enhanced demand fulfillment expectations, In response, security practice need to evolve, as distribution transactions are no longer centralized, but rather distributed, enabled by hand held technologies. The key for management is to establish a balanced, organization wide distribution security strategy, vs a reactionary strategy, which could result in excessive cost, longer implementation time-frames, and customer disruption. The following points are intended to provide guidance regarding:shortening capability delivery time-frames, minimizing cost, as well as minimizing customer dissatisfaction. […]

28 08, 2015

Technology In The Boardroom?

By | August 28th, 2015|Harvard Business Review|0 Comments

Contextual Frame Of Reference Board members, and top leaders of today’s major corporations likely spent their early school years playing first generation electronic games like “Pong”. Computing capacities from twenty years ago, now fit in the palm of the hand, and are material revenue driver for major corporations. […]

26 06, 2015

How Do You Improve Your Management Performance By Establishing Your Relevance?

By | June 26th, 2015|Harvard Business Review|0 Comments

Traditional Management Practice As a manager, whenever you take on a new management role, either internally or externally, you apply the totality of your learned management practices. The rational is simple, the totality of these practices, developed over time, has formed the basis for your success, so you see no basis for change. There is however a management practice, not often practiced, which could improve your current practices even further, which I describe as establishing management relevance. […]

28 05, 2015

Effective Management In A Social Media World

By | May 28th, 2015|Harvard Business Review|0 Comments

As a manager your management style, activities, and occasional corrective actions were largely contained within your company. However, today social media provides a mechanism for both direct and stealth broad based communication regarding how your employees feel about your management practices. There is no longer the privacy behind the closed door having private interactions with your employees. The result, your management practices are subject to public rebuke to not only your subordinates, companywide employees, your upward management, and individuals interested in your company which could become potential employees. […]

18 02, 2015

Think Global Act Local Revisited As A US Business Mind-Set

By | February 18th, 2015|Harvard Business Review|0 Comments

Harvard Business Review Alan Royal Head of Technology Innovation and Business Transformation Results To Date For more than 20 years I have heard companies and consulting firms articulating the guiding principle “Think Global Act Local”. While in principle this guidance seems reasonable, it has turned out to be often disastrous for companies, due to a lack of clear direction and strategy for globalization, when they decide to make it a strategic priority. With this historical mind-set ingrained, what one tends see are international deployment strategies fail to meet expectations. […]

16 12, 2014

Meeting The Expectations Of The Growing Number Of “Real Time Consumers”

By | December 16th, 2014|Harvard Business Review|0 Comments

Head of Application Development Transformation at MetLife Japan(On Assignment) What And Why The concept of IT Transformation emerged from the financial crisis, reflective of delayed IT investment, which, upon completion of projects, would be “transformational”. While many of these projects are still underway, there is an even greater force impacting company IT priorities, and that is the emerging real time consumer environment enabled through rapidly evolving hand held technology like smart phones and tablets. […]

7 11, 2014

A “DUAL CIO” Response To Today’s Emergent Real Time Interaction Model

By | November 7th, 2014|Harvard Business Review|0 Comments

The Problem Most companies operate with a single CIO guiding all aspects of a Company’s technology, from the tactical building of data centers, to strategic CRM initiatives. However, the “core specialization” for CIO’s has largely been tied to core legacy technologies. With the emergence of social media, and the resulting “real time” customer interaction paradigm is emerging, among consumer oriented companies. This is problematic as the change, as fast as it is occurring, not only requires rapid new software implementations, but also requires the establishment of the “Legacy Team” and the “Emergent Technology Team”. […]

19 10, 2014

““Through Sourcing” An Enterprise Response To Global Cost Leverage”

By | October 19th, 2014|Harvard Business Review|0 Comments

Introduction “Through sourcing”, as compared to traditional “outsourcing”, involves considering the totality of customer interaction points, along with their associated process/cost savings interaction opportunities without sacrificing the overall customer experience. […]