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Continuous Development Will Change Organizations as Much as Agile Did

Harvard Business Review

Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Maximize engineering productivity.

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When Your Company Has a Problem It Can’t Ignore

Harvard Business Review

There can be organizational paralysis, or a release of incredible and productive energy, and which of the two happens depends mainly on leadership. Consider the soul-searching that must have gone on at Merck in 2004 when its management finally made the decision to remove Vioxx from the market. Why do we do the work we do?

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Nokia's Voyage From Tight-Knit Team to 'Burning Platform'

Harvard Business Review

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.

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Fixing a Weak Safety Culture at General Motors

Harvard Business Review

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).

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How to Recover from a Blunder

Harvard Business Review

As New Hampshire communications director for Dean's 2004 presidential bid, I watched on TV as he gave that now-infamous concession speech after the Iowa caucuses. Disappointed with his third-place finish, he decided to rally the troops with his bold vision for a national comeback. Forget about them.

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