Harvard Business Review

JANUARY 10, 2011

The game isn't over, and adding Verizon's other innovations might even change the game. 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.

Wireless 15

Wireless Suri Power Long-term 15

Harvard Business Review

MARCH 4, 2014

What Nike and Coca-Cola leadership get is that the climate issue is a systemic problem, not easily defined in one single way, and it directly and profoundly affects their business. So are a lighting retrofit, a boiler overhaul, innovation to reduce energy use of your products, and much more. That’s exactly right.

Supply Chain 8

Supply Chain Company Short-term Fast Follower 8

Harvard Business Review

NOVEMBER 14, 2012

GE's Jack Welch was inordinately fond of emphasizing that his biggest leadership regret was that he didn't move fast enough to make fundamental changes. By stark contrast, IBM's Lou Gerstner practiced a cultivated deliberateness in his successful turnaround: Slow and steady won his leadership race. That's a mug's game.

Consensus 8

Consensus Welch Retail CEO 8

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? Are you competing on the basis of on-going product or technological innovation?

Ulrich 8

Ulrich Cost Efficiency Consultative 8