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Stefan Ries on SAP’s Most Comprehensive Workforce Skills Upgrade

HR Digest

SAP SE Executive Board Member and Chief Human Resources Officer, Stefan Ries explains how he is utilizing AI and Big Data to advance HR analytics as the foundations for a successful global future. Stefan Ries: Many individuals with autism spectrum disorders are well-educated and have valuable skills to contribute in the workplace.

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How to Innovate with an Executive Sponsor

Harvard Business Review

Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. Without a senior executive taking an active role in a project to overcome organizational antibodies, even the most thought-through plans can fail. It's why Christensen's Innovator's Dilemma is so difficult to overcome.

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How GE Applies Lean Startup Practices

Harvard Business Review

It’s a framework for entrepreneurs, building on “The Lean Startup” by Eric Ries. There is a lot at stake here for GE’s operations strategy. It took a lot of pressure off the team so they could focus on execution and not on cost.” Together they introduced almost 1,000 GE executives to Lean Startup principles.

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How Big Companies Should Innovate

Harvard Business Review

Mature corporations are designed to execute on the science of delivery — not engage in the art of discovery. They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business.

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Why GE’s Jeff Immelt Lost His Job: Disruption and Activist Investors

Harvard Business Review

In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World ” and Eric Ries’s book The Lean Startup. Increase operating margins to 18% (by cutting expenses).

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How GE Stays Young

Harvard Business Review

Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. The hard part is executing the idea to build a business, which takes a process that actually works.

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The Most Innovative Companies Don’t Worry About Consensus

Harvard Business Review

Nick readily grasps the value in testing his ideas before asking for any full-scale operation. Nick’s company is like most companies — only a small number of key executives have real authority to distribute cash and try new things. And that’s not even accounting for the executives’ time that he had to sit down with.