Development Fast Follower Goal Leadership 
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.”
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. Yet planning for future leadership needs falls between the cracks at most social enterprises. How do you develop, or hire, the staff you will need?
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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.
Harvard Business Review
NOVEMBER 14, 2012
GE's Jack Welch was inordinately fond of emphasizing that his biggest leadership regret was that he didn't move fast enough to make fundamental changes. By stark contrast, IBM's Lou Gerstner practiced a cultivated deliberateness in his successful turnaround: Slow and steady won his leadership race. That's a mug's game.
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? What type of leadership and culture are required to achieve the value proposition?
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