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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Strategy Reading: Executing Strategy
內容大綱
Executing Strategy introduces the principles of effective strategy implementation. The Reading emphasizes the interdependence of strategy formulation and execution in achieving and sustaining superior competitive performance. It discusses why organizations must sometimes shift their strategies and identifies reasons that strategies often fail. It argues that organizational ambidexterity and dynamic capabilities are required to execute strategies successfully. The main reading then develops an approach that emphasizes the congruence framework and its building blocks. It concludes by highlighting the need for ambidextrous leaders. Executing Strategy also contains three supplemental readings. The first examines ambidexterity and congruence at IBM under Louis Gerstner. The second considers the Balanced Scorecard as an alternative framework for strategy execution. The third discusses the role culture in strategy execution at NUMMI, the joint venture between General Motors and Toyota.