Harvard Business Review

APRIL 30, 2014

If it’s the former, that question you raised will be carefully considered and may trigger ongoing discussion — and possibly action — by the company’s managers and leaders. And is it possible to encourage the “right kind” of questions — the ones most likely to lead to productive results? So why open the floodgates?

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

APRIL 2, 2013

They hire 20-somethings to manage the corporate Twitter account, and they are in the process of spending untold dollars on social media monitoring systems. While social platforms like Facebook and Twitter are massively popular, they're so topically diffuse that they can be poor places to target and market products to your audience.

Ries 8

Ries Brand Early Adopters Media 8

Harvard Business Review

MAY 13, 2014

GE is an icon of management best practices. That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

JUNE 13, 2014

Some eager entrepreneurs think their new product is so brilliant and so unlike anything else out there, that they just need to make it available and people will start clamoring over it. It may be tempting to skip brand development in the rush to get a new product to market. what we believe in – our defining values.

Brand 9

Brand Ries Entrepreneur Agility 9

Harvard Business Review

FEBRUARY 13, 2017

Their goal was to help entrepreneurs and those inside established companies adopt a new approach, “one better suited to high-potential projects whose prospects are uncertain at the start.” In short, too many firms used conventional planning to manage their new ventures. What Is Discovery Driven-Planning?

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

MAY 30, 2013

In 2010, one of us was sitting in a room at the Harvard Business School with Eric Ries and a number of budding entrepreneurs. The language has been widely adopted, and that includes some folks who haven''t yet had the chance to read Ries'' work or digest the ideas behind it. One of these young entrepreneurs in particular stood out.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

OCTOBER 17, 2012

In Mindset , psychologist Carol Dweck writes: "it isn't just our abilities and talent that bring our success — but whether we approach our goals with a fixed or growth mindset." Whether disruptive innovation involves a product, service, company, or especially, an individual, Christensen provides a robust theory for learning how to lead.

Books 13

Books Christensen Ries Disruptive Innovation 13

Harvard Business Review

MARCH 22, 2011

HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. To launch HP's big new businesses, the company's managers took rigorously logical steps. They then researched and analyzed the markets, segmented them, and developed products.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

AUGUST 16, 2016

When my publication, Innovation Leader, surveyed 170 executives who work in R&D, strategy, and new product development roles at large public companies, we found that 82% said they’ve already deployed some elements of the lean startup approach. Show customers barely-working products with rough edges?

Company 8

Company Airlines Ries Survey 8

Harvard Business Review

APRIL 27, 2015

By now, your company probably has a new busi­ness incubator, an idea wiki, a disciplined process for mining customer insights, an awards program for successful innovators, and maybe even an outpost in Silicon Valley—all fine ideas—and yet, most likely, it still struggles to meet its growth goals and seldom thrills its customers.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

MAY 21, 2015

The most productive creative teams often exhibit characteristics that seem contradictory. Its members need the freedom to decide how to achieve goals while also having the discipline to work in alignment with the organization’s strategy. Innovative Teams (20-Minute Manager Series). Judging or perceiving. Excerpted from.

Diversity 8

Diversity Ries Creativity Groupthink 8