Harvard Business Review

SEPTEMBER 23, 2014

I often hear this question when I visit companies and speak about how to make an innovative idea less terrifying to high level executives. There are plenty of pundits arguing that big companies need to innovate, and pointing out that it is difficult to do so. Have you actually seen this done?”. The skepticism is warranted.

Innovation 9

Innovation P&L Short-term Company 9

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Even if executives try to prioritize it, innovation often gets crowded out by more “urgent” short-term pressures.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

MAY 6, 2015

The fear of getting Netflix-ed or Uber-ized is spurring big companies to dial up their investment in innovation. But as investment increases, many companies are struggling with a challenging question: how do you know whether your chosen innovation strategy is actually bearing fruit? Number of projects in the innovation pipeline.

Metrics 8

Metrics Innovation Company Stage-Gate 8

Harvard Business Review

SEPTEMBER 27, 2017

Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. L’Oréal has made a strategic investment in Founders Factory , a digital startup accelerator. “Personal experience makes me a more effective marketer.” ” Give Employees Direct Access to Consumers.

P&L 9

P&L Agility Fashion Media 9

Harvard Business Review

MARCH 12, 2012

Increasingly, Western companies are developing products in countries like China and India, and then distributing them globally. For example, GE developed an ultra-low-cost ultrasound for rural China which is now marketed in over 100 countries. Surprisingly, such innovations defy gravity and flow uphill from the poor to the rich.

Glocalization 10

Glocalization Mass Marketing P&L Globalization 10

Harvard Business Review

MAY 24, 2013

She holds the Ernest L. She''s an expert on strategy, innovation, and leading change. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance. Why is P&G making this move, now? Asking A.G.

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Even in the most commoditized markets, winning players need to create value by adding small slivers of differentiated services, logistics, quality and reliability.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

AUGUST 5, 2014

Instead, the last few years have seen a proliferation of C-suite titles that include a component of marketing. This diversity reflects not only a deepening understanding of the connection between growth and customer satisfaction, but a much greater awareness of what marketing can do to help forge that bond.

P&L 8

P&L Banking Marketing Call Center 8

Ask Atma

MAY 20, 2012

In team development, research has shown that individual learning works best when accompanied by team learning. [1]. So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

JULY 10, 2012

Two decades ago, organizations were designed around stand-alone business units, so all managers had to understand finance, technology, manufacturing, sales, marketing, strategy, human resources, and more. It also will force the functional service providers to be more market-driven.

Management 13

Management P&L Incubator Finance 13

Harvard Business Review

FEBRUARY 16, 2018

Any standing meeting, whether it’s of a departmental leadership team, a cross-functional group owning a process like innovation or talent management, or a task force managing a six-month transition to a new technology, should be designed and linked to a broader governance plan.

P&L 9

P&L How To Finance Metrics 9

Harvard Business Review

JUNE 13, 2016

No matter how you look at it, there have been terrible, unintended outcomes from the introduction and marketing of next-generation prescription opioids. How did the making and marketing of drugs like OxyContin go so terribly wrong? has quadrupled, according to the Centers for Disease Control and Prevention (CDC).

Incentives 8

Incentives Pharmaceuticals Crisis P&L 8

Harvard Business Review

DECEMBER 20, 2011

Increased demand for transparency and its close partners, (a) the quest to define and develop useful sustainability metrics and (b) the growing sustainability data explosion. Markets have a remarkable way of sorting the wheat from the chaff. trillion market for clothes and shoes. The greening of the supply chain.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JANUARY 29, 2015

Key selection criteria included experience in innovative software and service (versus product) development, and an ability to manage a start-up in a very large, complex company. Bill and his team set out to develop a system that could bring all GE machines onto one efficient cloud -connected platform.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. A new business model may turn on designing a new product for an unmet need or on a process innovation. That could be by offering a better business model — but it can also be by offering the same business model to a different market.

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

JANUARY 25, 2012

With three efficient plants staffed by 3,000 employees, it had reinvented itself to become an innovative manufacturer of modular steel staircases and fiberglass doors. These deductions, which totaled 12% of sales, had previously been collapsed into a single line item in the P&L for each customer. The Power of Customer Costing.

Case Study 14

Case Study P&L Cost Due Diligence 14