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Winning In Emerging Markets: A Roadmap for Strategy and Execution is a book written by Harvard Business School professors, Tarun Khanna and Krishna Palepu. It was published in 2010 by Harvard Business School Press. [1]
Marco Iansiti is a professor at the Harvard Business School, whose primary research interest is technology and operations strategy and the management of innovation. [1] He is the David Sarnoff Professor of Business Administration, heads the Technology and Operations Management Unit, and chairs the Digital Initiative.
Discovery-driven planning is a planning technique first introduced in a Harvard Business Review article by Rita Gunther McGrath and Ian C. MacMillan in 1995 [1] and subsequently referenced in a number of books and articles.
By the 1960s, the capstone business policy course at the Harvard Business School included the concept of matching the distinctive competence of a company (its internal strengths and weaknesses) with its environment (external opportunities and threats) in the context of its objectives.
Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business". [14] Henry Mintzberg wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what ...
The OGSM framework forms the basis for strategic planning and execution, as well as a strong management routine that keep the plan part of the day-to-day operations. It aligns the leaders to the objective of the company, links key strategies to the financial goals, and brings visibility and accountability to the work of improving the ...
The divide between strategy and execution is also coming into focus in luxury now that Farfetch’s José Neves is considering Johann Rupert’s long-standing call to create a neutral luxury e ...
Although strategic control is a general management topic rather than a prescriptive tool, its reliance on feedback on organisational performance has resulted in a long association with performance management tools such as the balanced scorecard and its derivatives such as the Performance Prism, and with related strategy implementation / execution frameworks such as the ACME framework, [15] the ...
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