As part of the study commissioned by the TBM Council, Forrester conducted 19 in-depth interviews with business and IT leaders to further understand the challenges and disconnects with respect to measuring IT performance.
Storage and archive solution provider Spectra Logic unveiled its vision for a low-cost, massively scalable "deep storage" tier that can store data "virtually forever" by supporting migration to future formats.
No great strategy was born without careful thought. That's why the process of planning a strategy itself is an important vehicle for setting priorities, making investment decisions, and laying out growth plans.
When creating strategy, far too many leaders give in to temptations that result in weak strategic choices, and ultimately, failure. Here are three common mistakes and how to avoid them: Failing to choose. Attempting to be all things to all customers isn’t a winning strategy. Select specific segments of consumers with particular characteristics that you can serve best.Acquiring to change playing fields. Acquisition usually just adds unnecessary complexity. If you can’t strategize in your current environment, you won’t necessarily excel in a different one.Accepting an existing choice as unchangeable. A company always has a choice of where in the market they will play, so don’t use this as an excuse for mediocre performance. Change won’t happen overnight, but you can alter the course with focus and dedication.
Adapted from Playing to Win: How Strategy Really Works.
Via Jim Schreier
A systematic scan of the economic-profit performance of nearly 3,000 global companies yields fresh insight about where and how to compete.
That effort enabled us to test some deeply held truths and distill generalizable lessons about what it takes to win consistently.
For example, we saw that the corporate world, like the world beyond it, has a relatively small number of elites and that, just as society grapples with the contemporary challenge of limited social mobility, many companies seem stuck in their strategic “class..A McKinsey Quarterly article
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