Harvard Business Review
JANUARY 10, 2011
There is still a debate in strategy circles about whether it is better to be the first mover or a fast follower, and whether missing out on the first wave of disruptive innovation means falling behind forever. But one thing is certain: Learning from a missed opportunity and then innovating beyond it helps anyone get back in the game.
Leading Blog
MARCH 18, 2011
[As a leader], you—not the IT department, nor the VP of IT, nor the chief information officer (CIO)—must understand, drive and be accountable for how technology is structured in order to reach the strategic goals of the operation….Technology The thing you want to be these days is a “fast follower.”
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Harvard Business Review
MARCH 15, 2016
It’s a five-day process that helps teams focus on one big goal and move from idea to prototype to customer research in that short span of time. The idea is to fast-forward a project, so you can see what the end result might look like and how the market will react. Sprints encourage fast follow-up.
Harvard Business Review
DECEMBER 6, 2018
They are planning to be “fast followers” — a strategy that has worked with most information technologies. Even if the goal for an AI system is to be fully autonomous, it is likely that some period of time in augmentation mode will be necessary. We think this is a bad idea.
Harvard Business Review
FEBRUARY 12, 2013
Only 37% of respondents to The Bridgespan Group's Leadership Diagnostic Survey said they have "a clear understanding" of the leadership skills, roles, and number of individuals needed over the next three to five years to achieve their strategic goals. Only 39% indicated that they had identified potential successors for key positions.
Harvard Business Review
NOVEMBER 14, 2012
The goal is assuring that the firm's ability to innovate is effectively aligned with the customers' willingness to value them. More often than not, the real "speed" challenge most leaderships face is quickly determining whether they're trying to better follow, lead or transform the customers and clients they have.
Harvard Business Review
JANUARY 23, 2014
If, as Dave suggests, there isn’t any ideal design model, then how does one choose an approach to designing an organization that is robust enough to address the dual goals of achieving efficiency and investing in growth at multiple levels of the organization? So leaders at many different levels need to get in on the act.
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