The Horizons Tracker

SEPTEMBER 7, 2020

Edwards Deming and encapsulated by Japanese car giant Toyota, whose quality circles, kaizen, and takt time quickly spread throughout the manufacturing sector. This is a world that tries to overcome the innovator’s dilemma by learning new things even when their current strength remains powerful.

Osborne 97

Osborne Development Tacit Knowledge Kaizen 97

Harvard Business Review

SEPTEMBER 4, 2017

” There is a virtuous cycle between productivity and people: Higher levels of productivity allow society to reinvest in human capital (most obviously, though not exclusively, via higher wages), and smart investments result in higher labor productivity. Unfortunately, this virtuous cycle appears to be broken.

Human Capital 14

Human Capital Kaizen Agility Energy 14

Harvard Business Review

MAY 28, 2015

” Human capital champions in higher education and industry typically prize knowledge over skills. ” When I see just how difficult and challenging it is for so many smart and talented organizations to innovate and adapt under pressure, I see people who are overeducated and undertrained. That scares me.

Training 8

Training Education Incentives Leadership 8

The Horizons Tracker

MAY 23, 2019

Edwards Deming and encapsulated by Japanese car giant Toyota, whose quality circles, kaizen and takt time quickly spread throughout the manufacturing sector. This is a world that tries to overcome the innovator’s dilemma by learning new things even when their current strength remains powerful.

Competitive Advantage 51

Competitive Advantage Kaizen Technology Learning-by-Doing 51

Harvard Business Review

JULY 17, 2012

Innovators betting on "out of the box" thinking or "faster, better, cheaper" innovation paradigms for success all too frequently find themselves — and their customers — disappointed. to "What does our innovation really ask customers to become?" This turns more traditional notions of innovation value inside-out.

Human Capital 15

Human Capital Supply Chain Kaizen Innovation 15

Harvard Business Review

JULY 17, 2012

Innovators betting on "out of the box" thinking or "faster, better, cheaper" innovation paradigms for success all too frequently find themselves — and their customers — disappointed. to "What does our innovation really ask customers to become?" This turns more traditional notions of innovation value inside-out.

Human Capital 12

Human Capital Supply Chain Kaizen Innovation 12