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Articles by Zach First
Redesigning Tech Company Operating Models for an AI-Accelerated World
Many technology companies have converged on an operating model where Agile teams own most product and engineering work, while management focuses on resolving issues at the seams. When alignment breaks down, decisions escalate up the hierarchy. This is a rational response to a practical reality: Small teams need the autonomy to move quickly and solve problems, even as a complex portfolio of products must ultimately work together.
Restrukturierung: Teufelskreis der Transformation vermeiden
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Spezzate il circolo vizioso della trasformazione
Un articolo satirico pubblicato sul sito The Onion, dal titolo “CEO Unveils Bold New Plan to Undo Damage From Last Year’s Bold New Plan”(“Ceo svela un nuovo piano audace per riparare il danno del nuovo piano audace dell’anno scorso”), irrideva le trasformazioni seriali che si succedono in tante grandi imprese.
Get Off the Transformation Treadmill
Get Off the Transformation Treadmill Too much change can traumatize your organization. The remedy is to minimize the need. by Darrell Rigby and Zach First A satirical article in the Onion titled “CEO Unveils Bold New Plan To Undo Damage From Last Year’s Bold New Plan” parodied the serial transformations that occur at many corporations.
The Power of Strategic Fit in Retail
Retail is both a mirror and a motor of the global economy. Not only does it rapidly reflect shifts in macroeconomic conditions and shopper priorities, but it also propels economic growth around the world. In markets such as the US, where the industry supports more than one in four jobs and contributes more than $5 trillion to annual GDP, retailers trigger powerful chain reactions. When they grow, they create positive economic momentum for the entire country.
Il potere del fit strategico
Verso la fine di una lunga sessione di strategia in un’importante azienda dello S&P500, un alto dirigente pose una domanda semplice, ma dalle profonde implicazioni: «Stiamo vincendo?». Prese il via un’accesa discussione. Da un lato, erano quasi due anni che l’azienda registrava risultati finanziari impressionanti, superiori sia ai piani interni che alle aspettative degli analisti, e quasi tutti i dirigenti, grazie a questi risultati, avevano incassato generose gratifiche.
Financial or Stakeholder Value? For Shareholders, Both Are Best
Strategy. It’s the art and science of allocating resources to create maximum value. We studied companies in the S&P 500 over a 10-year period, examining those that created the highest value for stakeholders―customers, employees, suppliers, and their communities―and those that created the highest financial value. We found that, on average, those that outperformed on both dimensions also had the highest shareholder returns.
What Successful Purpose Statements Do Differently
Sadly, purpose statements at all too many organizations are just empty words. The companies that issue them don’t live up to their lofty promises. But research by Bain & Company identified some companies that are the exceptions. They employ four methods to turn their statements into reality. Most large companies like to have purpose statements. They put those statements on websites, in ads, and maybe on the walls of plants and offices.
How to Build Enduring Value in Retail
It’s time to tie a bow around the 2023 holiday season: US sales in Bain-defined retail categories grew 3.8% year over year, closely aligned with our forecast of 3.0% growth. Read more 2023 Holiday Shopping: Inside the Latest Retail Sales Year-over-year US sales grew roughly in line with our expectations this holiday season. The holiday season provides valuable insight into the health of retailers.
Building a Data-Based Stakeholder Strategy
This article is part of Bain’s 2023 CEO Sustainability Guide Most people will readily agree that the first responsibility of business leaders is to grow the long-term value of their companies. Then debate begins: What is value, and how should it be measured and managed? Is a company’s value maximized by being shareholder-centric, customer-centric, employee-centric, or some-other-stakeholder-centric?
How Corporate Purpose Leads to Innovation
Executives consistently name innovation among their highest priorities … and greatest frustrations. Researchers estimate that 70% to 90% of innovations fail. And despite new organization structures, internal incubators, big data, and even artificial intelligence, there is no evidence those numbers are improving. We have studied hundreds of innovation successes and failures.
How Corporate Purpose Leads to Innovation
Skip to Content min read Article en We work with ambitious leaders who want to define the future, not hide from it. Together, we achieve extraordinary outcomes. Your email Please enter a valid email address
3 étapes pour élaborer une stratégie de parties prenantes
Maximise-t-on la valeur d’une entreprise en la centrant sur les actionnaires, les clients, les salariés ou toute autre partie prenante ? Dans un système complexe où les parties prenantes ont une influence mutuelle sur leurs résultats (des collaborateurs hyper impliqués améliorent la satisfaction des clients, ce qui dope la croissance des profits, etc.), peut-on se permettre de négliger l’une d’entre elles ?
Creare e implementare una strategia per gli stakeholder
Nel 2019, la Business Roundtable ha sostanzialmente dichiarato la fine dell’era in cui il fine ultimo delle grandi aziende era la massimizzazione del valore per gli azionisti. Al contrario, ha dichiarato che le aziende dovrebbero servire tutti gli stakeholder su cui hanno un impatto materiale e che sono influenzati dalle loro attività di business: clienti, dipendenti, fornitori, comunità e investitori.
Come creare una strategia per gli stakeholder
La maggior parte dei lettori sarà d’accordo nel riconoscere che la prima responsabilità dei leader aziendali è far crescere il valore di lungo termine delle loro imprese. Ma è qui che finisce l’accordo e inizia il dibattito: cos’è il valore, e come si dovrebbe misurare e gestire? Il valore di un’azienda si massimizza mettendo al centro gli azionisti, i clienti, i dipendenti o qualche altro stakeholder?
3 Steps for Creating and Implementing a Stakeholder Strategy
In 2019, the Business Roundtable essentially declared the end of the era when the end all and be all of major corporations was maximizing shareholder value. Instead, it stated that companies should serve all stakeholders that materially impact and are impacted by its business activities: customers, employees, suppliers, communities, and investors. But this notion continues to present challenges that make many business leaders reluctant to embrace stakeholder capitalism.
Three Steps for Creating and Implementing a Stakeholder Strategy
In 2019, the Business Roundtable essentially declared the end of the era when the end all and be all of major corporations was maximizing shareholder value. Instead, it stated that companies should serve all stakeholders that materially impact and are impacted by its business activities: customers, employees, suppliers, communities, and investors. Read the full article on HBR.org (subscription may be required).
A practical guide to designing a stakeholder strategy
15 minute Read By Darrell Rigby, Zach First and Dunigan O’Keeffe Most people will readily agree that the first responsibility of business leaders is to grow the long-term value of their companies. But that’s where the agreement ends and the debate begins: What is value, and how should it be measured and managed? Is a company’s value maximised by being shareholder-centric, customer-centric, employee-centric, or some other-stakeholder-centric?
How to Create a Stakeholder Strategy
This article originally appeared in Harvard Business Review. Most people will readily agree that the first responsibility of business leaders is to grow the long-term value of their companies. But that’s where the agreement ends and the debate begins: What is value, and how should it be measured and managed? Is a company’s value maximized by being shareholder-centric, customer-centric, employee-centric, or some-other-stakeholder-centric?
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