Harvard Business Review

MAY 4, 2018

In 2001, a new approach to technology development was created by a daring group of developers. Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. aleksandarvelasevic/Getty Images. Run more experiments.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

DECEMBER 13, 2017

Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Self-management: Being a PM can be incredibly stressful.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

MARCH 5, 2014

A talented videogame-designing friend had a ready quip whenever start-up executives asked him if he was a “team player.” “Yes,” Yes,” he always responded, “team captain.” Makes teams better” is fast-becoming both an essential ingredient to getting hired and a mission-critical skill-set worth measuring. He usually got hired.

Team 8

Team Sports Franchising Conference 8

Harvard Business Review

JUNE 13, 2018

By Surya Panditi, GM, Agile Management, CA Technologies. So organizations today are staying ahead of the curve by scaling agile and building agility into everything they do, and extending agile techniques and practices across teams, teams-of-teams, non-IT organizations and even across the business as a whole.

Agility 8

Agility Metrics Technology Succession 8

Harvard Business Review

MAY 22, 2018

The most common conversation I have these days with discouraged employees below senior management levels goes like this: “This company’s bureaucracy is killing me. I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late.

Bureaucracy 8

Bureaucracy Agility Energy Constraint 8

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency.

Agility 8

Agility Software Incentives Banking 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. Manage costs — or add value? Exploiting global opportunities versus managing risk. Pursuing cost leadership versus differentiating for value.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

MAY 7, 2018

Faster times to market, greater flexibility on the way there, and greater focus on the customer — common results of a successful lean implementation — are all positives. New ways of thinking about opportunities must be developed by the board as a team. Ask the right questions.

Innovation 9

Innovation Learning-by-Doing Execution Team 9

Harvard Business Review

DECEMBER 13, 2016

Although we had been a market leader for many years, our new products had been launched several months later than the competition — in fact, our time to market had doubled over the previous three years. If she spent even a few minutes chatting with her customer, her delivery times would suffer.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

JUNE 17, 2015

Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. Over time, teams adopted an even more aggressive approach to software development called “ continuous delivery , ” a highly automated method that enables them to make many small changes per day.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

AUGUST 26, 2013

Digital leaders, those companies that have managed their digital transformations successfully, all show common characteristics in the way they have shaped their IT to work differently with the business. Requirements and specifications are more flexible and developed within cross functional teams with constantly evolving business needs.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

JULY 27, 2017

To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. The two managers secured buy-in from top BMW R&D executives to launch such a unit, and they received top-management approval for the unit in July 2014.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

MAY 29, 2017

In this company’s case, senior leaders who were criticized for not modeling the values quickly ousted their accusers for “not being team players.” “Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting.

Bottom-up 8

Bottom-up Competitive Advantage Organization Workshop 8

Harvard Business Review

JANUARY 29, 2015

It made a massive investment (more than $1 billion) to build a software “ Center of Excellence ” in San Ramon, California to manage the data explosion created by the increasing intelligence of its industrial machines. Melody Ivory , a User Experience Product Manager, told me, “I was about employee number 30 in February 2012.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

FEBRUARY 22, 2011

Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. The extra dimension in a dynamic analysis is, of course, time. Managers have come a long way in the past 20 years toward appreciating its role in their strategies.

McKinsey 13

McKinsey Efficiency Long-term Analysis 13

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

DECEMBER 23, 2015

As I’ve worked with companies for 30 years, I’ve observed a recurring management vice I’ve called “faux-hesion”… the institutionalized pretense of unity. If you go around the room and ask members of the executive team “What’s our strategy?”

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

SEPTEMBER 14, 2011

Chirotech specializes in biocatalysis and chemocatalysis, two important subspecialties of biotechnology and chemistry that help develop key biological and chemical intermediates needed for the efficient production of medicines. It is commonly believed that emerging market companies tap Western R&D talent in order to 'move up the value chain.'

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

OCTOBER 20, 2011

He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. Therefore: who needs new technology more than the poor?

ROE 11

ROE Debt to Equity Ratio Innovation Incentives 11