Harvard Business Review

MAY 4, 2018

In 2001, a new approach to technology development was created by a daring group of developers. Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. Maximize engineering productivity. Run more experiments.

Agility 8

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Harvard Business Review

FEBRUARY 9, 2011

This executive crew finally began to break up in 2004, with the departure of Baldauf, who had run Nokia's network equipment business. But without it, the company struggled to make decisions and develop compelling new products quickly in the face of challenges from Apple, Android, and a host of nimble Chinese handset manufacturers.

Team 14

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Harvard Business Review

MARCH 20, 2014

According to another , “GM has said the issue was discovered as early as 2001, and in 2004, a company engineer ran into the problem during the testing phase of the soon-to-be-released Chevrolet Cobalt.”. Fact 5: Product assurances. Barra further promised to repair all broken vehicles (and to double the number of product reviews).

Report 8

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