CO2

DECEMBER 24, 2010

Business organizations are not built for innovation; they are built for efficiency.&# – Vijay Govindarajan In The Other Side of Innovation the authors demonstrate their absolute knowledge of an area that many organizations need more of, innovation! There is just one little problem. Technology and its role in travel 2.0

Innovation 74

Innovation Execution Executive Coaching Govindarajan 74

Harvard Business Review

NOVEMBER 14, 2011

Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But, celebrating the very best new thinking in management matters for three reasons. Second, management matters. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Marshall Goldsmith

SEPTEMBER 16, 2013

We only work with people who will be given a fair chance by their management. We do not work with leaders who have been “written off” by senior management. This is not fair to my client, to the company or to me. My clients and their managers (unless my client is the CEO) agree upon the desired behavior for change.

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Harvard Business Review

SEPTEMBER 19, 2011

Vijay Govindarajan's and Chris Trimble's article, " The CEO's Role in Business Model Reinvention ," appeared in our January-February 2011 issue. The article urged forward-looking CEOs to manage reinvention with a "three-box approach": Box 1: Manage the present. Box 2: Selectively forget the past. Box 3: Create the future.

Business Model 13

Business Model Govindarajan Licensing CEO 13

Harvard Business Review

MAY 8, 2012

To compete with this miraculous turnaround, Western companies, starting with Motorola, began to adopt Japanese methods. Now, almost every large Western company, and many smaller ones, advocate for continuous improvement. It has created tremendous value and still drives competitive advantage in many companies and industries.

Six Sigma 17

Six Sigma Kaizen Govindarajan Telecommunications 17

Harvard Business Review

DECEMBER 27, 2011

Four Destructive Myths Most Companies Still Live By. Do you perpetuate these productivity-destroying falsehoods at your company? by Vijay Govindarajan. Better Time Management Is Not the Answer. Management is chaotic by nature. Important advice for smart people (and their parents and managers). Don't bother.

Blog 16

Blog Silverman Govindarajan Letter 16

Harvard Business Review

DECEMBER 27, 2010

How a company creates, captures, and delivers value; codifying the current business model is the critical first step of business model innovation. Academics like Clayton Christensen and Vijay Govindarajan, leading-edge innovative companies like Procter & Gamble and Cisco Systems, and thoughtful writers like Michael Mauboussin and Bill James.

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

JULY 19, 2018

Vijay Govindarajan Ravi Ramamurti. These practices encourage patients and their families to take ownership of health and disease management. They are 4-6 times as productive as U.S. surgeons are, not because they are overworked but because of rational task shifting and clever process design. Further Reading. Add to Cart.

Health Care 9

Health Care Cost Govindarajan Transportation 9

First Friday Book Synopsis

NOVEMBER 18, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition Dennis N. Perkins with Margaret P. Holtman, Paul R. Kessler, and Catherine McCarthy The Yale Book of Quotations Fred R. Shapiro, [.].

McCarthy 95

McCarthy Blog Review Books 95

Harvard Business Review

MARCH 31, 2016

What’s missing from the managerial toolkit is a way for managers to allocate their—and their organization’s—time and attention and resources on a day-to-day basis across the competing demands of managing today’s requirements and tomorrow’s possibilities. Vijay Govindarajan. Excerpted from.

Innovation 8

Innovation Hedge Management Govindarajan 8

Harvard Business Review

FEBRUARY 15, 2012

The other day I had coffee with a friend who was complaining about her company's ability to innovate. The company's core control mechanisms — the means by which it decides how to allocate resources, start and stop projects, and so on — were organized to do one thing: minimize mistakes. That's just what my life is like.

Innovation 14

Innovation Gilbert Govindarajan Christensen 14

Harvard Business Review

JANUARY 10, 2011

Editor's note: This post is one in an occasional series on Vijay Govindarajan's and Christian Sarkar's idea to create a scalable housing solution for the world's poor. Burns shares insights from her company's forays into bringing business into social challenges. Today, Stephanie A. Dow Corning is asking this question. Stephanie A.

Govindarajan 15

Govindarajan Six Sigma Energy Transportation 15

Harvard Business Review

MAY 20, 2013

More and more companies view design as an important strategic element of their business and are seeking partners to help them understand how it can help. Vijay Govindarajan and Chris Trimble have written at length on the challenges of execution in their book, The Other Side of Innovation. Design Project management'

Govindarajan 8

Govindarajan Long-term Short-term Banking 8

N2Growth Blog

OCTOBER 7, 2010

Vijay Govindarajan - Vijay is a Professor of International Business and the Founding Director of Tuck’s Center for Global Leadership at Dartmouth. Not only did Steve keep the entire audience at Radio City Music Hall in stitches, he did it while making astute observations and keen insights on what it takes to be successful in business.

Blog 353

Blog Blue Ocean Strategy Collins Video 353