Harvard Business

OCTOBER 27, 2017

The average organization in the survey, supported by the Brightline Initiative, reported failing to hit 20 percent of its strategic objectives due to poor or incomplete strategy implementation over the past few years, and more than half (53 percent) admitted that their weakness in delivering their strategy puts them at a competitive disadvantage.

Strategy& 71

Strategy& Strategy Strategy Survey 71

Asamby Consulting

JULY 25, 2022

Organizational Capability Your organization executes your strategy. This sounds obvious, yet is critical to understand: Just because you develop an ambitious strategy doesn't mean you change the way your organization operates. Before thinking about strategy execution, you have to think about people.

Strategy& 98

Strategy& Strategy Strategy Tools 98

Harvard Business

OCTOBER 27, 2017

To understand why many organizations fail to bridge the gap between strategy design and delivery, the Economist Intelligence Unit (EIU), supported by the Brightline Initiative, recently undertook a global multi-sector survey of 500 senior executives from companies with annual revenues of $1 billion or more.

Strategy& 71

Strategy& Strategy Strategy Survey 71

Tom Spencer

MAY 15, 2014

Founded in 2003, Pacific Strategy Partners has offices in Sydney and Melbourne. Pacific Strategy Partners develops practical solutions by deploying low leveraged teams guided by deep Director expertise. Services include Strategy Development, Operational Improvement, and Transaction Support. Second Road.

Oliver Wyman 76

Oliver Wyman Strategy& Strategy Strategy 76

Harvard Business

OCTOBER 27, 2017

As strategies move from design to implementation inside the company, outside forces are continually changing: New competitors emerge, the economic and regulatory pictures shift, and customers have new demands. Read more from Brightline Initiative: Guiding Principles for Closing the Gap Between Strategy Design and Delivery.

Strategy& 71

Strategy& Strategy Strategy Survey 71

Harvard Business

JANUARY 16, 2017

Their operating environment changes in a way they don’t recognize, or they take on a project that they believe is within their capability but isn’t. But as the organization grew, its operations became more complex. Beware of biases and blind spots that result from becoming too steeped in the culture of the organization.

Company 70

Company Government Balance Sheet System 70

Kates Kesler

AUGUST 29, 2012

We long have been fascinated by the overlap between leadership and organization development. One of the most difficult challenges for new general managers, who have been promoted after leading functional teams in marketing, sales or operations, is to make their leadership impact scalable across and multi-dimensional organization.

Strategy& 50

Strategy& Strategy Strategy Case Interview 50

Organizational Talent Consulting

OCTOBER 2, 2023

Great leaders dream of a better future – from business sustainability to growing future leaders, increasing speed to market, or operating with greater purpose. To turn those dreams into workplace realities, leaders set strategies. It is hard to argue that being more inclusive is a bad i dea. Refinement.

Strategy& 76

Strategy& Strategy Strategy Company 76

Management Consulted

APRIL 6, 2014

PWC INTERVIEW AND CULTURE. PwC moved on to acquire Ant’s Eye View, in August 2012, a social media strategy development and consulting firm. Assists clients with critical tax issues by providing quality tax services and in-depth knowledge of the industries and markets in which clients operate. Public Sector Practice.

PricewaterhouseCoopers 221

PricewaterhouseCoopers IBM GBS Case Interview Interviews 221