Harvard Business Review

DECEMBER 6, 2018

They are planning to be “fast followers” — a strategy that has worked with most information technologies. It’s true that some technologies need further development, but some (like traditional machine learning) are quite mature and have been available in some form for decades. System Development Time.

Company 8

Company Maturity System Engineering 8

Leading Blog

MARCH 18, 2011

[As a leader], you—not the IT department, nor the VP of IT, nor the chief information officer (CIO)—must understand, drive and be accountable for how technology is structured in order to reach the strategic goals of the operation….Technology The thing you want to be these days is a “fast follower.”

Chief Information Officer 279

Chief Information Officer CIO ROI Technology 279

Harvard Business Review

FEBRUARY 12, 2013

Many social enterprises start small and grow fast. This puts a premium on the need to develop, or recruit, talented people who can take on evolving roles and responsibilities. Leaders plead lack of time and money to make development a priority. How do you develop, or hire, the staff you will need? But it was growing fast.

Banking 8

Banking Fast Follower Tools Survey 8

Harvard Business Review

MARCH 15, 2016

It’s a five-day process that helps teams focus on one big goal and move from idea to prototype to customer research in that short span of time. The idea is to fast-forward a project, so you can see what the end result might look like and how the market will react. Sprints encourage fast follow-up.

Consensus 8

Consensus Hotels Project Fast Follower 8

Harvard Business Review

NOVEMBER 14, 2012

The goal is assuring that the firm's ability to innovate is effectively aligned with the customers' willingness to value them. That is, your innovation offer is so compelling or valuable that your customers willingly to adapt themselves to it (these themes are developed more explicitly in my Harvard Business Review Press ebook ).

Consensus 8

Consensus Welch Retail CEO 8

Harvard Business Review

JANUARY 23, 2014

If, as Dave suggests, there isn’t any ideal design model, then how does one choose an approach to designing an organization that is robust enough to address the dual goals of achieving efficiency and investing in growth at multiple levels of the organization? So leaders at many different levels need to get in on the act.

Ulrich 8

Ulrich Cost Efficiency Consultative 8