Harvard Business Review

AUGUST 16, 2013

As many companies move from exclusively internal focused R&D to distributed-innovation systems (e.g., A new component of the IT function must be developed to support this category of work: the Distributed Innovation Group (DIG). online idea markets), the center of expertise for innovation support, and analysis across the enterprise.

Enterprise Architecture 8

Enterprise Architecture CIO Horizontal Integration Information Technology 8

Harvard Business Review

JULY 24, 2018

And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for “talent tech”: innovations in how firms hire people, staff projects, evaluate performance, and develop talent. Talent tech raises urgency for further talent innovation.

Technology 9

Technology Talent Management Process Management 9

Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” The Future of Operations. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

DECEMBER 6, 2013

—Andy O''Connell Justin Bieber's Involved, of Course The Rise and Fall of BlackBerry: An Oral History Businessweek For years, every CEO had a BlackBerry. While we''re all familiar with the decline of Research in Motion, this oral history contains first-hand accounts of RIM''s glory days of innovation, followed by inglorious missteps.

CTO 8

CTO Apparel Ryan Proposal 8

Harvard Business Review

DECEMBER 13, 2017

” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” The CEO wants one thing, the engineering team another, and customers have their own opinions about feature priorities. Self-management: Being a PM can be incredibly stressful.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

AUGUST 27, 2013

Managing this rapid change and fostering innovation while "keeping the trains running on time" is the primary leadership role required of any CIO, new or old. This will allow us to most effectively allocate resources to the most strategic and innovation-focused initiatives. Generate Room for Innovation.

CIO 8

CIO Positioning PPM Information Technology 8

Harvard Business Review

JUNE 17, 2015

Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. The Future of Operations. Using these principles Intuit began driving design thinking deep into its culture and operations. Insight Center. Sponsored by GE Corporate.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

JUNE 26, 2014

Sephora has always been an innovative global business, doing things a little differently, which is what drew me to the brand. When you arrived, what did you see as the opportunities and priorities for increasing digital innovation? The impact that had on the operations and culture was significant. What haven’t you solved?

Brand 9

Brand CTO Marketing Retail 9

Harvard Business Review

AUGUST 19, 2013

This perspective created the industrial economy lens through which most managers perceive their operations. Industrial age measures can''t evaluate Serendipity Economy results, leaving its outcomes like invention and innovation, process improvements, and new businesses relegated to the evidence of anecdote. IT management'

CTO 8

CTO Franchising CIO Short-term 8