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  • All HBS Web  (2,865)
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  • All HBS Web  (2,865)
    • People  (2)
    • News  (402)
    • Research  (2,081)
    • Events  (3)
    • Multimedia  (6)
  • Faculty Publications  (1,221)
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  • September 2000
  • Background Note

Professional Services Module Four: Managing the Organization Through Processes

By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
Focuses on how the internal processes connect strategy with implementation. View Details
Keywords: Economics; Human Capital; Business or Company Management; Business Processes
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DeLong, Thomas J., Ashish Nanda, and Scot H. Landry. "Professional Services Module Four: Managing the Organization Through Processes." Harvard Business School Background Note 801-010, September 2000.
  • November 2016 (Revised March 2018)
  • Module Note

Strategy Execution Module 9: Building a Balanced Scorecard

By: Robert Simons
This module reading explains how to construct a strategy map and build a balanced scorecard. Using an internal value chain model, the module illustrates how a balanced scorecard can support and enable customer management, innovation, operations, and post-sale service... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Performance Measurement; Strategy Map; Business Goals; Customer Measures; Strategy; Balanced Scorecard; Business Model
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Simons, Robert. "Strategy Execution Module 9: Building a Balanced Scorecard." Harvard Business School Module Note 117-109, November 2016. (Revised March 2018.)
  • Article

Aligning Strategy and Sales

By: Frank V. Cespedes
Much current opinion asserts that strategy is less important (and may, in fact, be an impediment) in an era of constant change. This publication discusses why claims about business change are often overstated and misunderstood, why strategy is even more important as... View Details
Keywords: Strategy; Sales
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Cespedes, Frank V. "Aligning Strategy and Sales." International Journal of Sales Transformation 1.1 (April 2015): 52–54.
  • 11 May 2012
  • Working Paper Summaries

Creating an R&D Strategy

Keywords: by Gary P. Pisano
  • 2007
  • Case

Continuous Process Improvement at Deere & Company

By: Vijay Govindarajan and Chris Trimble
After decades of tense relationships with the United Auto Workers, Deere & Company broke through with a landmark agreement that built an expectation of continuous improvement into the compensation plan. The company then built a set of management forums and processes to... View Details
Keywords: Strategy; Machinery and Machining; Agreements and Arrangements; Management Practices and Processes; Labor Unions; Compensation and Benefits; Auto Industry; Agriculture and Agribusiness Industry
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Govindarajan, Vijay, and Chris Trimble. "Continuous Process Improvement at Deere & Company." 2007. (Case No. 2-0024.)
  • September–October 1995
  • Article

Leveraging Processes for Strategic Advantage

By: David A. Garvin
Keywords: Competitive Advantage
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Garvin, David A. "Leveraging Processes for Strategic Advantage." Harvard Business Review 73, no. 5 (September–October 1995): 76–90.
  • 1995
  • Book

Business Policy: Managing Strategic Processes

By: Joseph L. Bower, Christopher A. Bartlett, Hugo Uyterhoeven and Richard E. Walton
Keywords: Policy; Management; Strategy
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Bower, Joseph L., Christopher A. Bartlett, Hugo Uyterhoeven and Richard E. Walton, eds. Business Policy: Managing Strategic Processes. Chicago: Irwin, 1995.
  • 24 Apr 2006
  • Research & Ideas

Managing Alignment as a Process

corporate synergies should be defined at the top and realized in the business units. Just as the CFO coordinates the budgeting process, a senior executive should coordinate the alignment process—a responsibility for the Office of Strategy... View Details
Keywords: by Robert S. Kaplan & David P. Norton; Apparel & Accessories; Fashion; Consumer Products; Retail
  • 05 Aug 2002
  • Research & Ideas

Understanding the Process of Innovation

Michael Collins is looking to diversify. His company, Big Idea Group, currently produces only children's toys, but he thinks his process for discovering, refining, and bringing ideas to market can work in other niches. As the Harvard... View Details
Keywords: by Loren Gray
  • 1995
  • Book

Business Policy: Managing Strategic Processes

By: Joseph L. Bower, Hugo E.R. Uyterhoeven and Richard E. Walton
Keywords: Policy; Management; Strategy
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Bower, Joseph L., Hugo E.R. Uyterhoeven, and Richard E. Walton. Business Policy: Managing Strategic Processes. 8th ed. Homewood, IL: Irwin, 1995.
  • February 1988
  • Case

IBM Marketing Organization (B): Process

By: Frank V. Cespedes
Keywords: Marketing Strategy; Information Technology Industry
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Cespedes, Frank V. "IBM Marketing Organization (B): Process." Harvard Business School Case 588-061, February 1988.
  • 11 Aug 2008
  • Research & Ideas

Strategy Execution and the Balanced Scorecard

organization with no sense of priorities or impact from process improvements. Consequently, much effort does not show up in tangible results. Companies need a formal process for using strategic objectives to... View Details
Keywords: by Martha Lagace
  • Research Summary

Technology and Operations Strategy

By: Marco Iansiti
Marco Iansiti studies the evolving nature of strategy, innovation and operations in the modern enterprise. Over the past 20 years, he has researched the processes for technology adoption, development, and integration in hundreds of firms across a wide... View Details
  • January 1996
  • Case

Biogen, Inc.: rBeta Interferon Manufacturing Process Development

By: Steven C. Wheelwright
Biogen, Inc., a Cambridge, MA-based biotechnology company, is wrapping up a project to develop a new manufacturing process for a new drug product that will reposition the company from a purely research-oriented company to a fully integrated pharmaceutical manufacturing... View Details
Keywords: Learning; Technological Innovation; Management Analysis, Tools, and Techniques; Product Development; Organizational Change and Adaptation; Projects; Research and Development; Corporate Strategy; Biotechnology Industry
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Wheelwright, Steven C. "Biogen, Inc.: rBeta Interferon Manufacturing Process Development." Harvard Business School Case 696-083, January 1996.
  • 2015
  • Other Teaching and Training Material

Competitive Strategies Marketing Reading

By: Jill Avery and Sunil Gupta
Core Curriculum Readings in Marketing cover the fundamental concepts, theories, and frameworks that business students must study.
This Reading illuminates the dynamics of companies in competition and offers a process for planning and executing marketing... View Details
Keywords: Competitive Strategy
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Avery, Jill, and Sunil Gupta. "Competitive Strategies Marketing Reading." Core Curriculum Readings Series. Boston: Harvard Business School Publishing 8158, 2015.
  • September 2016 (Revised January 2018)
  • Module Note

Strategy Execution Module 4: Organizing for Performance

By: Robert Simons
This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Customer Focused Organization; Specialization; Span Of Control; Span Of Accountability; Span Of Attention; Strategy; Organizational Design; Organizational Structure
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Simons, Robert. "Strategy Execution Module 4: Organizing for Performance." Harvard Business School Module Note 117-104, September 2016. (Revised January 2018.)
  • October 2016 (Revised December 2016)
  • Module Note

Strategy Execution Module 6: Evaluating Strategic Profit Performance

By: Robert Simons
This module reading demonstrates how to calculate and analyze the profit generated by different business strategies. Formulas and examples are provided to calculate profit generated by changes in market share, revenue growth, efficiency improvements, and support costs.... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Evaluating Business Performance; Profitability Analysis; Variance Analysis; Measuring Effectiveness; Measuring Efficiency; Activity-Based Costing; Flexible Budget; Accounting; Strategy
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Simons, Robert. "Strategy Execution Module 6: Evaluating Strategic Profit Performance." Harvard Business School Module Note 117-106, October 2016. (Revised December 2016.)
  • Program

Driving Digital Strategy

advantage of the opportunities presented by digital transformation Learn how new technologies are impacting business Make digital transformation a key part of your organization's strategy Create and manage the capabilities that drive... View Details
  • Other Unpublished Work

Assessing Process on Meeting MSI Priorities

By: Gerald Zaltman
Keywords: Marketing Strategy; Research; Knowledge
Citation
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Zaltman, Gerald. "Assessing Process on Meeting MSI Priorities."
  • March 2007 (Revised February 2009)
  • Background Note

How to Crack a Strategy Case

By: Stephen P. Bradley, David J. Collis, Kevin P. Coyne, Andrei Hagiu, Mikolaj Jan Piskorski, Jan W. Rivkin and John R. Wells
Addresses a common concern among strategy students: "How should I tackle this case?" Describes a process for diagnosing a strategic situation, then generating, evaluating, and choosing among strategic options. View Details
Keywords: Decisions; Management Practices and Processes; Situation or Environment; Strategy; Valuation
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Bradley, Stephen P., David J. Collis, Kevin P. Coyne, Andrei Hagiu, Mikolaj Jan Piskorski, Jan W. Rivkin, and John R. Wells. "How to Crack a Strategy Case." Harvard Business School Background Note 707-549, March 2007. (Revised February 2009.)
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