Despite the $11 billion spent on customer relationship management (CRM) software annually, many consumer companies don't understand customer relationships at all. They aren't aware of the variety of relationship types and don't understand what kind their customers want.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 72-81
Marketing is rapidly becoming one of the most technology-dependent functions in business. In response, a new type of executive is emerging - the chief marketing technologist (CMT). CMTs are part strategist, part creative director, part technology leader, and part teacher.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 83-85
More and more companies recognize the importance of corporate responsibility to their long-term success - and yet the matter gets short shrift in most boardrooms, consistently ranking at the bottom of some two dozen possible priorities.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 86-94
The article examines how leadership enabled the Fukushima Daini Nuclear Power Station to survive the 2011 earthquake and tsunami that destroyed its sister plant, the Fukushima Daiichi Nuclear Power Station. Superintendent Naohiro Masuda focused decision making on the critical issues of preserving cooling functions and structural integrity.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 111-115
We'd like to think that no smart, upstanding manager would ever overlook or turn a blind eye to threats or wrongdoing that ultimately imperil his or her business. Yet it happens all the time. We fall prey to obstacles that obscure or drown out important signals that things are amiss. Becoming a "first-class noticer," says Max H.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 116-120
This fictionalized case study presents a dilemma faced by leaders in real companies and offer solutions from experts. This study explores whether an entrepreneur should scale up his business across several countries or whether he should focus on the largest one. Those sharing opinions on the matter are Ashish J.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 7-8, July-August 2014, pp. 121-125
The role of the chief human resource officer has changed from a support function to a key enabler in business strategy. Candidates for the chief executive officer position will have broad managerial experience, financial and technical skills, and profit and loss responsibility.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 12, December 2014, pp. 30-32
A color-coded map, a truncated Y-axis graph, and a cumulative growth-game bar graph are used to illustrate inaccurate or misleading visual representations of data.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 92, No. 12, December 2014, pp. 38-40