How CEOs Can Make Smart Strategic Trade-Offs

Great article in Harvard Business Review that I thought it was worth sharing.

“CEOs should actively manage five specific tensions in today’s complex global business environment:

  • Pursuing cost leadership versus differentiating for value
  • Disruptive innovation versus leveraging the company’s core strengths
  • Exploiting global opportunities versus managing risk
  • Responding rapidly to opportunity versus ensuring high quality
  • Drawing in new talent versus integrating a cohesive team “

Harvard Business Review remove preview
Great CEOs See the Importance of Being Understood
No one who listens to Alan Mulally describe Ford’s remarkable turnaround escapes his rendition of One Ford, One Team, and Working Together. “Those are more than just words,” he passionately declared. Ford employees were expected to carry their CEO’s “one-ness” message with them on laminated cards.
View this on Harvard Business Review >

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Raj Sharma
Public Spend Forum
Washington DC
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  1. Great article Raj thanks for posting the link.  I loved the part about language and stories.
    Creating a public procurement vocabulary that goes beyond compliance and savings is something we’re probably all working on to make sure we can realise our full potential in supporting the organisations that we serve.  
    Even talking about delivering value alongside savings is a good start I think.  Have you done anything around language in your role?

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    HELEN MACKENZIE
    Comhairle nan Eilean Siar
    Scottish Local Government
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    Original Message:
    Sent: 12-19-2016 14:32
    From: Raj Sharma
    Subject: How CEOs Can Make Smart Strategic Trade-Offs

    Great article in Harvard Business Review that I thought it was worth sharing.

    “CEOs should actively manage five specific tensions in today’s complex global business environment:

    • Pursuing cost leadership versus differentiating for value
    • Disruptive innovation versus leveraging the company’s core strengths
    • Exploiting global opportunities versus managing risk
    • Responding rapidly to opportunity versus ensuring high quality
    • Drawing in new talent versus integrating a cohesive team “

    Harvard Business Review remove preview
    Great CEOs See the Importance of Being Understood
    No one who listens to Alan Mulally describe Ford’s remarkable turnaround escapes his rendition of One Ford, One Team, and Working Together. “Those are more than just words,” he passionately declared. Ford employees were expected to carry their CEO’s “one-ness” message with them on laminated cards.
    View this on Harvard Business Review >

    ——————————
    Raj Sharma
    Public Spend Forum
    Washington DC
    ——————————

    0
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