Strategy

To transform into an organization that effectively bridges strategy and data analysis so that big data starts influencing execution, Professor Raj Venkatesan recommends businesses follow “five enablers of the data driven process.”

Emerson Process Management obtained a strong foothold in the Russian energy market despite the country’s almost Wild West economic and political conditions.

Darden Professor Jared D. Harris’ research took a close look at the underpinnings of that question to determine what kinds of performance feedback managers pay attention to and how they pay attention to it.

Enhancing execution capability is a three-step process. Overriding priorities are to (1) profile businesses in ways that are usable by the senior team, (2) do so using operational data currently accessible in the business, (3) provide rapid diagnostics of execution capability and (4) prioritize targeted intervention to address capability gaps.

A couple of years ago, during a strategic review process at SunTrust, an analysis of the banking financial services industry revealed something very interesting: Strategy alone did not differentiate high- from low-performing firms. The true differentiator between winners and losers turned out to be how well the strategy was executed.

The Dodd-Frank Wall Street Reform and Consumer Protection Act mandated that publicly traded corporations provide shareholders with the right to vote on CEO pay. How much do those shareholders care, and under what conditions?

While Chinese and Western companies have been doing business with each other for many years, styles of communicating often prevent them from working together as efficiently as possible. Combining the better of two cultures can help managers bridge the cultural chasm underlying them.