The Horizons Tracker

FEBRUARY 22, 2022

But in industrial deployments, think 5G powered ports, mines, and factories, operations can re-configure the signal to support even faster upload speeds,” Brian Chamberlin, Executive Advisor, Huawei Carrier Marketing, says. “ There are cases with upload speeds of over 1Gbps. You simply cannot do that with 4G or with Wi-Fi.

Stephenson 85

Stephenson Wireless Christensen Automotive 85

Harvard Business Review

OCTOBER 3, 2013

As the convergence of digital technologies drives unprecedented levels of change in global marketplaces, it is very much a reality that a company must, as Bill Gates put it, “innovate or die!” In the race for relevance to future customers, the greater a company’s innovation capacity, the greater its chance of success.

Innovation 16

Innovation Education Survey Training 16

Michael Lee Stallard

JUNE 5, 2010

In the summer of 2003, the ninety-two year-old Wooden traveled to the White House, where he was awarded the Presidential Medal of Freedom, America’s highest civilian honor. At this point I tell the story of Howell Raines, executive editor of The New York Times as a contrast to Wooden. why is everyone smiling?

Follow-up 360

Follow-up Open-book Learning-by-Doing Hotels 360

Harvard Business Review

JUNE 26, 2012

Innovation can be stifled — even snuffed out — by normal business processes. This was nothing short of an innovation blackout — it reminded me of the 2003 blackout that shut down business throughout the Northeast for a couple days and then had everyone scrambling to make up for lost time.

Innovation 12

Innovation Budgeting Market Segmentation Bottom-up 12

N2Growth Blog

JUNE 17, 2010

In further pondering this dichotomy an interesting thought came to mind – If I could genetically engineer the perfect leadership gene what qualities and characteristics would constitute the architecture of leadership DNA?

Definition 370

Definition Blog Leadership Covey 370

Strategy Driven

JANUARY 26, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Essentially, these statistics tell us that companies need to embrace and capture the voices of their employees and customers if they want to innovate and thrive. Juliano Howard T. Dickens Jr.

Media 67

Media Learning-by-Doing Open-book Company 67

Harvard Business Review

MAY 28, 2015

.” When I see just how difficult and challenging it is for so many smart and talented organizations to innovate and adapt under pressure, I see people who are overeducated and undertrained. A member of Seal Team 3, Webb became the Naval Special Warfare Command Sniper Course Manager in 2003. That scares me.

Training 8

Training Education Incentives Leadership 8

Harvard Business Review

MAY 19, 2011

In turn, top executives should provide direction on improvement priorities down to front-line workers. And top executives don't have good mechanisms to share their vision downward. IBM has accelerated collaboration with " innovation jams " that engage everyone in identifying opportunities. But this is rare.

Process 15

Process Press Release Automotive Globalization 15

Strategy Driven

OCTOBER 25, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. In 2003 van Stolk had the idea to create a “Turkey & Gravy”-flavored soda to be released around Thanksgiving. Think beyond the obvious connections to come up with something truly innovative.

Creativity 50

Creativity Bottom-up Newsletter Open-book 50

Harvard Business Review

JUNE 17, 2013

Yet many executives don''t make culture a priority. One reason was a disjointed leadership structure — comprised of three "business centers" in Stockholm, Milan, and Kalamazoo, Michigan, and one new "management center" in Windsor, near London — that had been negotiated as part of the 1995 merger. Build trust.

Company 9

Company Compliance Long-term Short-term 9

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JULY 9, 2014

in 2003, an all-time high. (Of Of course, age isn’t everything; nor is having a digitally-savvy non-executive director a guarantee of success for your digital transformation.). First, with the rise of the digital economy, we are entering a new era of managerial innovation with both opportunities and major risks.

Business Model 8

Business Model Technology Long-term Risk Management 8

Harvard Business Review

SEPTEMBER 16, 2013

Silicon Valley was built on amazing products, not on stellar leadership skills. It’s true that if a start-up fails — or is sold — the need for enduring leadership may never arise. It’s true that if a start-up fails — or is sold — the need for enduring leadership may never arise. Rule 5: Innovation is not instant.

Productivity 8

Productivity Products Team Constraint 8

Harvard Business Review

JUNE 19, 2014

The reality today is that businesses, governments, and nonprofits are so complex and often must move so quickly that in many cases, finding answers to difficult questions requires tapping experts, service providers, and innovators scattered all over the world. Collaboration Leadership' Edmondson, and Herman B.

CEO 8

CEO Supply Chain Automotive Engineering 8

Harvard Business Review

APRIL 4, 2014

for 10+ years; deployment of design as an integrated function across the entire enterprise; evidence that design investments and influence are increasing; clear reporting structure and operating model for design; experienced design executives at the helm directing design activities; and tangible senior leadership-level commitment for design.

Venture Capitalist 8

Venture Capitalist Fashion B2B Hedge 8

Harvard Business Review

MARCH 23, 2011

An executive decides on a different and better way to do things, and prepares a sales pitch that goes something like this: First: "We need to change. Many executives have never recognized this pattern of serial adoption of different approaches to what is essentially the same topic. Here's this new approach.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Leading Blog

JANUARY 22, 2020

When Robert Greifeld was asked to take the helm of Nasdaq in 2003 to execute a turnaround, he came with a new story. He also encouraged debates among his executive team. T URNING AROUND an organization requires a new story. A very clear and well-told story. As he relates in Market Mover , the story had five parts: 1.

Organization 255

Organization Bureaucracy Competitive Advantage Technology 255

Harvard Business Review

MARCH 28, 2011

In 2000-2003, the emphasis switches to employees and the struggle to get employees to buy into a new corporate culture. Our research also indicated that 2000-2003 seems to be a time when failure fatigue had set in. It is much more dominated by the CEO, the board, the senior executives.

Analysis 14

Analysis Sample Globalization Sports 14

Harvard Business Review

JUNE 24, 2015

The practical tool offered here helps executives answer such questions as: What replaces planning when the annual cycle is obsolete? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other.

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Harvard Business Review

NOVEMBER 20, 2013

A significant part of telecom equipment maker Huawei’s leap from regional player to global leader, for example, was due to its partnerships with Motorola in 2000, 3Com in 2003, and Symantec in 2008. Western brands also want access to China and recent global market turmoil has exposed many targets for astute Chinese brands.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

JANUARY 7, 2011

Monitoring process key performance indicators (KPIs) and keeping top executives apprised of how processes are performing. Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% And they succeeded wildly. from 2004 to 2007.

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

DECEMBER 28, 2015

It is clear to us that the failure of different parts of the system — payers, providers, patients, professionals, policy makers, politicians, the public, and the press — to pull in the same direction is a serious drag on innovation and progress. This failure to work together across a system continually exercises me.

Health Care 8

Health Care System Telecommunications Quality 8