Harvard Business Review

JANUARY 10, 2011

The Verizon Wireless side of the telecom giant, which is 45 percent owned by Vodafone, is also deepening ties with Google for the Droid and betting on its faster fourth generation (4G) network based on new LTE (long term evolution) technology to leap forward in the wireless marketplace. They make mistakes. They fumble.

Wireless 15

Wireless Suri Power Long-term 15

Harvard Business Review

MARCH 4, 2014

That said, the respondents might be right in the larger sense that companies are unprepared for systemic and longer-term challenges. In my experience, most companies are risk-averse and like to fashion themselves as great “fast followers.”

Supply Chain 8

Supply Chain Company Short-term Fast Follower 8

Harvard Business Review

JANUARY 26, 2011

It isn't producing results in terms of new companies, jobs, or economic growth in general, yet billions more flow into NIH and universities every year. China's brilliant "Fast Follower" innovation policy is generating the biggest transfer of technology in history. global competitiveness.

Policies 15

Policies Innovation Fast Follower Long-term 15

Harvard Business Review

SEPTEMBER 6, 2012

The price of Android phones probably will rise in the short term. Samsung has built its name over the past two decades on being the world's greatest Fast Follower. In the near term, Samsung is going to be fine. In the long term, though, it's playing a game that's getting harder and harder to win.

Innovation 15

Innovation Supply Chain Short-term Long-term 15

Harvard Business Review

JUNE 1, 2015

Profitability as the key measure of business success was akin to a law of physics – like gravity – a foundational assumption which we all take as given: you have to deliver profits to create long term shareholder value.

Company 8

Company Software Long-term Disruptive Innovation 8

Harvard Business Review

NOVEMBER 14, 2012

She's outlined a long-term recovery strategy but the congealing critical consensus is that she's simply not moving fast enough. 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.

Consensus 8

Consensus Welch Retail CEO 8

Harvard Business Review

JANUARY 23, 2014

Business strategies are lofty, typically long-term oriented, and often aspirational. When faced with an organization design challenge, many managers rush to grab a cocktail napkin—long the instrument of choice for reorganizing—and sketch out a high-level diagram of boxes and reporting relationships.

Ulrich 8

Ulrich Cost Efficiency Consultative 8