Harvard Business Review

DECEMBER 17, 2014

How much does your company need to invest in innovation? Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets?

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

MAY 29, 2014

The projects were all being planned as if they were incremental innovations in a predictable setting: The assumption was that the organizations launching them had a rich platform of experience and knowledge upon which to draw. When Innovation Is Strategy. How Boards Can Innovate. How Samsung Gets Innovations to Market.

Planning 8

Planning Competitive Advantage Strategic Planning Innovation 8

Harvard Business Review

FEBRUARY 13, 2017

You’re working on a new venture and you know you’ve got to create a plan to execute it. So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets.

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Strategy Driven

FEBRUARY 7, 2014

They embrace innovations, while keeping the best traditions. Change is innovative. Innovated It… and Teach You Why. Innovative Then and Now… Still Creating. Apply thinking processes to be truly innovative. Benchmarking. Individuals and organizations are more resilient than they tend to believe.

Planning 62

Planning Learning Curve Learning-by-Doing Budgeting 62

Strategy Driven

JULY 5, 2013

They embrace innovations, while keeping the best traditions. Change is innovative. Innovated It… and Teach You Why. Innovative Then and Now… Still Creating. Apply thinking processes to be truly innovative. Benchmarking. Individuals and organizations are more resilient than they tend to believe.

Planning 63

Planning Learning Curve Budgeting Learning-by-Doing 63

Strategy Driven

JANUARY 6, 2012

This approach costs six times that of doing things correctly on the front end… meaning planning, sequential execution and benchmarking progress. Unsuccessful marketing. Chasing the wrong leads, prospects or markets. Our society is infested with the band-aid surgery way of treating things as they come up.

Planning 50

Planning Consultative Learning-by-Doing Cost 50

Harvard Business Review

JANUARY 23, 2012

Part of the problem is that the industry is still moving at warp speed, and the company has dwindling resources to deploy against innumerable innovation challenges. Strategic planning fails when: It has fuzzy objectives Why is the company writing a strategic plan? That is a big problem.

Strategy 15

Strategy CEO Strategic Planning Consensus 15

Strategy Driven

DECEMBER 2, 2011

The longer they network, the better they get at niche marketing. Inevitably, when high-level forums are organized, the juniors, mid-managers and self-marketers infiltrate and take over… which chases us away. Some commercial programs cater to this market but are usually populated by entrepreneurs on the way up.

Committee 52

Committee Learning-by-Doing Consultative Budgeting 52

Harvard Business Review

SEPTEMBER 29, 2016

The best leaders understand that the current success of their business, and any future innovation, depends upon the “deep smarts” of their employees — the business-critical, experience-based knowledge that employees carry with them. Take architectural and engineering firm EYP as an example.

Organization 8

Organization Development Mentor Incentives 8

Harvard Business Review

MAY 12, 2015

Benchmarking and adopting best practices (a veiled reference to everyone’s favorite punching bag, In Search of Excellence ). Rapidly responding to ever-evolving competitive and market changes (perhaps a reference to Rita McGrath and Ian McMillan’s 1995 article on innovation strategy “Discovery Driven Planning” ).

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8