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 11

Innovation P&L Short-term Company 11

Harvard Business Review

MARCH 14, 2017

For industries that depend on innovation, sustaining it is a constant challenge. These two actions cost almost nothing compared to vast sums often spent — and arguably, often wasted — on efforts to foster innovation. However, these prescriptions for innovation at Roivant have also led to some unexpected challenges.

Innovation 9

Innovation Company Incentives Industry 9

Harvard Business Review

JUNE 23, 2016

A global pharmaceutical company was about to lose the strategic advantage of several blockbuster drugs coming off patent. The hope was that the diversity of brainpower and perspectives would yield imaginative ways to outgrow the shortfall. That, in brief, is the concept of a leadership circle. paul Garbett for HBR.

Leadership 10

Leadership Diversity Committee Long-term 10

Harvard Business Review

OCTOBER 18, 2012

That's the blunt response from one African-American executive to a dilemma that dogs many people of color in American workplaces: Even as multicultural fluency is increasingly prized in today's global business environment, the very people who represent that diversity feel shut out.

Diversity 16

Diversity Pharmaceuticals Uncertainty Focus Group 16

Harvard Business Review

DECEMBER 27, 2016

Doctors were once viewed as ill-prepared for leadership roles because their selection and training led them to become “heroic lone healers.” The emphasis on patient-centered care and efficiency in the delivery of clinical outcomes means that physicians are now being prepared for leadership. ” But this is changing.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

JUNE 20, 2017

For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. Innovation demands new behaviors from leaders and employees that are often antithetical to corporate cultures, which are historically focused on operational excellence and efficiency.

Company 15

Company Agility Innovation Learning-by-Doing 15

Harvard Business Review

JUNE 8, 2015

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces. The translation involves people and processes.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

MARCH 2, 2012

They are remarkably open to talented people from diverse backgrounds, and are highly skilled at giving future leaders the knowledge and experience they need to lead successfully in the global economy. Here at Harvard Business School, Dean Nitin Nohria has revamped HBS's MBA curriculum to emphasize practical leadership and global experiences.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

MARCH 8, 2011

Editor's note: This post is part of a three-week series examining innovation in health care, published in partnership with the Advanced Leadership Initiative at Harvard University. For example, Sproxil has found pharmaceutical buyers for its anti-drug counterfeiting service. There are now more than 5.3

Wireless 15

Wireless Health Care Pharmaceuticals Business Model 15

Harvard Business Review

MAY 28, 2013

Not innovation, risk management, technology, debt, or the regulatory environment. In fact, in two practices in particular — "firing" and "leveraging diversity" — many companies fail dismally. What would this leadership look like over time? And what did they say was their biggest concern? Not competitive threats.

Talent Management 8

Talent Management Company Telecommunications Management 8

Harvard Business Review

DECEMBER 5, 2016

It serves vastly diverse populations: toddlers and caregivers, new immigrants, lifelong learners, famous novelists, and scholars. Library leaders knew that given the immense changes brought on by digital innovations, as well as shifts in the communities that the Library served, it would need to evolve. in less than five years.

Library 8

Library Strategy Reference Bottom-up 8

Harvard Business Review

FEBRUARY 2, 2015

Steel did in an earlier era of manufacturing, Aquion and innovative firms like it are spearheading economic and employment growth across the country. Indeed, in a world where globalization and rapid technological changes are the norm, manufacturing, high-tech development, and innovation clearly require a different level of support.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

MARCH 6, 2015

Mark, a ten-year veteran of the pharmaceutical R&D world with a Ph.D. So why, when given the chance to manage a larger, more diverse group of top performers, would he flame out so spectacularly? How do you leverage diverse talents, skills, and perspectives, getting the best from everyone?

Management 8

Management Self-aware Teamwork Pharmaceuticals 8

Harvard Business Review

DECEMBER 16, 2014

Obama reportedly felt the situation called for someone who could set priorities and help government agencies and private sector organizations of all kinds to collaborate and innovate. Top-down management simply will not get the innovation part of the job done. There are too many unknowns and too much risk for czar-like decision-making.

Management 9

Management Health Care NGO Crisis Management 9

Strategy Driven

MARCH 18, 2011

Moreover, fixed assets are more difficult to leverage across diverse businesses than capabilities, and they tend to expire, become obsolete, or give way to related services. Assets are important, but they are, increasingly, table stakes in most competitive industries; everyone in the game has them.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MARCH 9, 2015

Rather than be paralyzed by fear about who has access to what, savvy leaders recognize that information can empower employees to move the business closer to customers, that decision-making can be accelerated when vital data is not held hostage (or lost) and that visible conversations can prevent wasted effort and even spark innovation.

Tools 8

Tools CEO Mezzanine Software 8

Harvard Business Review

MARCH 8, 2011

The surest way to build a company whose leadership will outlast your own is to focus your attention on the few essential things that your company can do better than anyone else.

Merchandising 14

Merchandising Budgeting Pharmaceuticals CEO 14

Harvard Business Review

JUNE 24, 2015

The f ive forces framework for strategy may be valid in one arena, blue ocean or open innovation in another, but each approach to strategy tends to be presented or perceived as a panacea. The firm can innovate to address a tired industry business model or can recognize a megatrend before others see and act on it.

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 67

Execution Company 360-Degree Feedback Cooper 67