Harvard Business Review
AUGUST 22, 2013
Companies tend to spread their capital allocation bets too thinly across business groups or functions, often for political reasons. The New CTO: Chief Transformation Officer. This practice helps ''keep the peace'' but means that often the most transformational opportunities get short-changed. IT Doesn''t Matter (to CEOs).
Harvard Business Review
NOVEMBER 30, 2010
After an intense innovation workshop, the CTO of a globally-successful Chinese electronics supplier approached, unhappily. You emphasize the importance of collaborating with your customers to innovate," he moaned, "but our best customers don't want to collaborate. They're not interested in innovating with us.".
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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.
Harvard Business Review
APRIL 23, 2012
If you had zilch , you'd have to be more innovative, more passionate, and more creative. But it turns out that this isn't just some politically-correct litmus test. For example, the CTO of DonorsChoose is in regular contact with board member Jeff Weiner , the CEO of Linkedin. You'd have to make the most of what you do have.
Harvard Business Review
DECEMBER 13, 2017
Con: Breakthrough innovation may not get greenlit; time-to-market may seem to lag (though I’d argue what’s released is far better aligned with customer needs and more likely to successfully scale). They can get “lost” in the system and have to deal with more politics and tight budgets.
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