Remove 2014 Remove Metrics Remove Productivity
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Big Ideas, Bad Results: Avoiding Strategic Uselessness

Tom Spencer

Steve Jobs exemplified decisiveness in the early 2000s when he streamlined Apples product lineup. Cutting dozens of projects allowed Apple to focus on a few core products, leading to one of the most remarkable business turnarounds in history. For example, Microsoft decided to become a mobile first cloud-first company in 2014.

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Social Media Platforms Can Be Built Around Quality, Not Scale

Harvard Business

It’s proven hard to solve these problems partly because of metrics: It’s hard to identify and measure the factors that lead to high-quality information or connection. Technologists often discuss the problem of “ vanity metrics.” In journalism, for example, the pageview is a much-maligned metric.

Media 130
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To Better Train Workers, Figure Out Where They Struggle

Harvard Business

In a 2014 survey , 55% of executives said a major constraint to investing in training was that they did not know how to measure success. This is a particularly acute issue at the entry level, where employers have come to accept that high levels of attrition and low levels of productivity and quality are normal.

Training 133
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Why Companies Are Creating Their Own Coworking Spaces

Harvard Business

The remainder work for Orange (née French Telecom), which launched VBN in 2014 to teach its programmers and engineers how to work with and learn from people outside of the company. At Grid70, one tenant reported a 30%–40% reduction in product development time after a redesign of their workspace.

Company 128
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How Our Company Connected Our Strategy to Sustainability Goals

Harvard Business

In partnership with thinkstep , we created a series of proprietary product greenhouse gas calculators to track our product-related emissions, including emissions generated from electricity. It was by thinking bigger and acting bolder that we developed and launched our Global Climate Commitment in 2014.

Company 135
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Measuring Your Employees’ Invisible Forms of Influence

Harvard Business

New workplace metrics are needed to help leaders get a more complete picture of this. Second, high-potential individuals in the go-to-market group spent 34% more time with product and engineering groups than the team average.

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What the Best Transformational Leaders Do

Harvard Business

Whereas most business lists analyze companies by traditional metrics such as revenue or by subjective assessments such as “innovativeness,” our ranking evaluates the ability of leaders to strategically reposition the firm. We then narrowed the list to 18 finalists using three sets of metrics: New growth.