Next Level Blog
AUGUST 11, 2010
As a leader, you are always on stage. How about that issue of stage presence? I actually don't think the 3 case studies you cited have much in common other than the public intrigue surrounding their departures. It’s what I call, in The Next Level , taking a big footprint view of your role.
Harvard Business Review
JULY 22, 2013
Case studies at MIT''s Center for Information Systems Research suggest that if people don''t know the percentage of projects that meet their business objectives, the percentage is probably very low. It also educates everyone involved so that future business cases become increasingly realistic.
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Harvard Business Review
JANUARY 6, 2016
On February 14, 2014, Stanford students Elizabeth Woodson and Saul Gurdus drove a rented Winnebago to the San Mateo office of the Golden Gate Regional Center (GGRC), where they greeted eight curious GGRC staff members. No single stage felt broken from the vantage point of individual staffers.
Harvard Business Review
OCTOBER 3, 2013
The following highly condensed fictional case study draws on their paper “Anatomy of a Decision Trap in Complex New Product Development Projects” in Academy of Management Journal. While the details of the project they studied have been changed in this story, the essential findings of their research remain. What went wrong?
Harvard Business Review
DECEMBER 9, 2013
Even more difficult is to build a business that requires capital out of the gate. But if you need funding in the seed stages, before validation, there is very little capital in the system. So the Indian seed stage ecosystem is really small. As far as I am concerned, all those permutations and combinations are fine.
Harvard Business Review
NOVEMBER 7, 2012
R&D investments have been made, stage/gate processes have been built, creativity training courses have been run, and yet the outputs — exciting new products and services — don't seem to be falling into place. Consider, for example, the UK software company, Red Gate. So a more focused approach may be more worthwhile.
Rajesh Setty
SEPTEMBER 27, 2011
Through the Entrepreneur Journeys project, I have come to conclude that the most vulnerable phase in an entrepreneur’s life is the pre-$1 million revenue stage. In my roundtables, the vast majority of entrepreneurs I work with are in this rather vulnerable pre $1 million revenue stage. This is where numerous ventures fail.
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