Energy Innovation Management Telecommunications 
Harvard Business Review
SEPTEMBER 21, 2018
Corporate directors and executives alike recognize that today’s pace of change continues to accelerate and that firms need to innovate to stay ahead. But are boards doing enough to support innovation, as they should? We found that, overall, innovation does not rank as a top strategic challenge for the majority of boards.
Harvard Business Review
JANUARY 25, 2016
Few people realize the important role water plays in our daily energy use, or the energy required to heat, treat, and supply water. Meanwhile, the electricity used for water treatment can be as much as one-third of a city’s energy bill. Most companies’ value chains are heavily dependent on water and energy resources.
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Harvard Business Review
DECEMBER 2, 2011
Frequently, stressed and harried managers look up the organization hierarchy and assume that they'll have greater control of their time when they advance to the C-suite. And most of us revert to tried and true solutions — the enemy of breakthrough strategies and new innovations. There isn't any. Think for a minute.
Harvard Business Review
NOVEMBER 22, 2010
The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. But the focus was squarely on "energy saving, environmental protection, and the low-carbon economy" with other emerging areas — infotech, biotech, and modern materials — taking a distinctly secondary role.
Harvard Business Review
MARCH 12, 2012
We call this phenomenon reverse innovation — any innovation that is adopted first in the developing world, and then later in the developed world. Surprisingly, such innovations defy gravity and flow uphill from the poor to the rich. Reverse innovation will become more and more common. Phase 3: Local Innovation.
Harvard Business Review
JANUARY 25, 2012
Data-driven managers, departments, and organizations have always enjoyed distinct advantages. Ignoring these is a bit like putting enough energy into a leap to get halfway across a stream; it takes time and money but leads to an unhappy result. alone faces a shortage of roughly ten analytically-competent managers for each deep analyst.
Harvard Business Review
OCTOBER 10, 2014
They must manage to both craft the new world with smart strategy, often in the wake of disruption, and cause the organization to embrace the required change. Today, managers add value by brokering with people, not by presiding over empires.”. In this gap between ordered worlds almost anything may happen.”. Lawrence A. billion to $11.7
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