Harvard Business Review

SEPTEMBER 4, 2017

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation. And wages are stagnant.

Human Capital 13

Human Capital Kaizen Agility Energy 13

Harvard Business Review

JANUARY 8, 2018

In much the same way, IBM’s Watson project , which is helping the venerable company overcome the disruption of its traditional business, began in 2005. One reason for the emphasis on agility and iteration in recent decades is that technology has been fairly stable. We need to set our sights higher. Why We Need to Think Bigger.

Agility 9

Agility Innovation Long-term Project 9

Harvard Business Review

JUNE 21, 2017

That means retailers must learn to compete head-on with Amazon in two fundamental capabilities: agile innovation and expense management. Back in 2005, Amazon Prime was conceived, developed, and launched in about two months. Agile innovation teams are small. A Quick Introduction to Agile Management.

Retail 8

Retail Planning Agility Innovation 8

Harvard Business Review

AUGUST 3, 2015

Finally, they considered how values change, the idea being that firms that don’t shift their values over time may fall behind more agile competitors. They measured all this for the Fortune 100 in 2005, and compared each measure to the firm’s return on assets over the subsequent three years.

Company 8

Company Collins Short-term Agility 8

Michael Lee Stallard

JUNE 23, 2010

Navy One example of a leader who intentionally developed a Connection Culture using all three bridges is Admiral Vern Clark, the Chief of Naval Operations (CNO) from 2000 until his retirement in 2005. Over the course of 2009, I (Michael) met with and interviewed Admiral Clark and several of the Naval officers who reported to him.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. million from 2005 to 2015, a 67 percent jump. For instance, 40 percent of U.S.

Content 8

Content Katz Forrester Budgeting 8

Harvard Business Review

FEBRUARY 15, 2012

How do we reduce the performance drag of top-heavy management structures, replace "manager-management" with a more agile self- or peer-management, and create a vibrant social system in the process? It's a big-ticket shift that is already yielding big impact — from employee engagement to increased agility to real performance gains.

Bureaucracy 11

Bureaucracy Company Agility CIO 11

Harvard Business Review

JANUARY 26, 2012

In November 2005, Paul Graham wrote an essay titled " The Venture Capital Squeeze." Still, being astute and agile does not guarantee immunity to disruption. ".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth.

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Michael Lee Stallard

FEBRUARY 12, 2020

have risen more than 50% from 2005 to 2017 and now exceed deaths by motor vehicle incidents. Leaders are usually interested in tapping into the benefits boosting connection in a work culture brings to a team, such as higher employee engagement, tighter strategic alignment, and greater agility and adaptability. Suicides in the U.S.

Stress 195

Stress Cacioppo System Competitive Advantage 195

Harvard Business Review

NOVEMBER 20, 2017

Today’s successful companies close the strategy-to-performance gap with a new strategy approach best described as “Decide-Do/Refine-Do” This agile, test-and-learn approach is better suited to today’s tumultuous environment. The Plan-then-Do approach is obsolete – even dangerous. Take Google.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

OCTOBER 15, 2012

It is a simple matter of the big and strong (but often too slow) being unable to manage, or even see, the small and weaker (but fast and agile) threat. In 2005, a single post by blogger Jeff Jarvis led to a customer uprising now known as "Dell Hell." One of the best examples of a company evolving to counter customer insurgency is Dell.

Brand 15

Brand PR Strategy Politics 15

Harvard Business Review

JULY 11, 2018

Introduced in 2005, its mission was simply to sequence tumor genomes and put them online. For digital technology, speed and agility are key competitive attributes. So while the mantras for the digital age have been agility and disruption, for this new era of innovation exploration and discovery will once again become prominent.

Industry 10

Industry GDP Technology Agility 10