Harvard Business Review

SEPTEMBER 4, 2017

In research for our book, Time, Talent and Energy, my co-author Michael Mankins and I found that such investments do indeed pay off: The top-quartile companies in our study unlocked 40% more productive power in their workforce through better practices in time, talent and energy management. For knowledge workers, time is incredibly scarce.

Human Capital 15

Human Capital Kaizen Agility Energy 15

LDRLB

MAY 26, 2014

It’s not generally a technology problem; it’s a leadership problem. What we say is, long before Netflix showed up, long before any of these disruptives showed up, the leadership of these companies knows full well that there are technology disruptors that are on the horizon. The managers just don’t have the tool set often to operate.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Palmisano could not have succeeded at placing values at the center of IBM's operations without strong principles of his own.

Globalization 16

Globalization Golden Parachute Short-term Long-term 16

Harvard Business Review

MAY 22, 2014

Many of these entrepreneurial lessons have been codified in books, the new bibles for innovation — not just for entrepreneurs but also for managers looking to create new and innovative innovation businesses inside existing corporations. Unsurprisingly, the leadership at these firms will push back. But it doesn’t always work.

Company 8

Company Advertising Business Model Incubator 8

The Center For Leadership Studies

MARCH 12, 2020

When you view change—especially the disruptive kind—through the eyes of Situational Leadership ® , what you see is regression. Employees operating at moderate to high levels of Performance Readiness ® for most of the tasks that constitute their contribution “move to the right.”

Incubator 64

Incubator Situational Leadership Uncertainty Energy 64

Harvard Business Review

MARCH 29, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. When it comes to the work histories of the other top management team members at the organizations on our list, TFA again stands out.

Entrepreneur 15

Entrepreneur Education McKinsey Sample 15

Harvard Business Review

NOVEMBER 21, 2017

Particularly at startups or small, private, family-owned companies, employees who don’t get along with their managers are “as good as dead,” Fernández-Aráoz says. Lees suggests trying to have a good and lengthy conversation with your prospective manager “about their vision for the organization.”

How To 8

How To Incubator Due Diligence Case Study 8

Harvard Business Review

JANUARY 17, 2012

The engineer behind that project, Steve Sasson, offered a memorable one-liner to the New York Times in 2008 when he said management's reaction to his prototype was, "That's cute — but don't tell anyone about it.". It created a working prototype of a digital camera in 1975. Don't go it alone.

Gilbert 15

Gilbert Film Incubator Business Model 15

Harvard Business Review

JULY 22, 2016

Organizations that manage digital networks (we call them network orchestrators) are different from traditional product and service providers. For most organizations, this is the least risky option, and a good middle road, despite the fact that many traditional organizations often see digital network operators as threats rather than allies.

Real Estate 8

Real Estate Business Model Incubator Short-term 8

Harvard Business Review

JUNE 17, 2015

Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. The Future of Operations. This way, they can respond very quickly to new or changing customer needs, incrementally. Insight Center. Sponsored by GE Corporate.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

JUNE 26, 2017

In our experience, managers tend to focus their innovation efforts on processes that are either large in scale (new products and business models ) or swift in development (hackathons, rapid prototyping, or emerging platforms). Their extended timelines struggle to weather leadership change. Paul Garbett for HBR. Start small.

Innovation 8

Innovation Long-term Trends Budgeting 8

Harvard Business Review

FEBRUARY 1, 2017

A stark reality recently crept up on Zipcar: It had designed its entire customer experience as a desktop-and-laptop experience, so it didn’t have a way to sign up, service, and help members manage their memberships from their phones. Employees were invited to a meeting where leadership discussed its mobile business imperative.

Innovation 8

Innovation Business Model Incubator Industry 8

Harvard Business Review

JANUARY 29, 2015

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? It made a massive investment (more than $1 billion) to build a software “ Center of Excellence ” in San Ramon, California to manage the data explosion created by the increasing intelligence of its industrial machines.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

OCTOBER 18, 2011

They go by names like corporate social responsibility, sustainability, shareholder advocacy, social assessment and auditing, consumer action, government regulation, leadership development, ethics, realignment of incentives , attracting long-term investors , creating shared value , and more. treating suppliers as partners). Change the Rules.

CEO 12

CEO Incubator Supply Chain Entrepreneur 12

Harvard Business Review

JULY 27, 2017

To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. As a result, top founders prefer independent, noncorporate accelerators, and, to date, no corporate accelerator has truly accomplished incubating world-class startups.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

JUNE 26, 2018

Companies need to institutionalize innovation rather than expect it to simply flow forth from intrapreneurs operating within existing structures. To start, innovation must be recognized as a permanent function of a successful company, just like other business functions such as accounting, operations, sales, and finance.

Incubator 8

Incubator Innovation Strategic Planning Human Resources 8

Harvard Business Review

MAY 10, 2013

As noted management expert Geoffrey Moore told me with respect to high-velocity competition, "I''m not sure you ever want to be in the public markets." As Dell''s public statements have pronounced, these changes will reduce near-term profitability, raise operating and capital expenditures and involve a lot of risk.

Venture Capitalist 8

Venture Capitalist Restructuring Competitive Advantage Short-term 8

N2Growth Blog

JANUARY 10, 2017

We currently operate in the era of ‘programmatic computing’, where data analysis involves heuristically searching for patterns in limited data sets, then performing operations on the result. The promise of AI is to shift the complexity of managing systems from the programmer to the program.

Positioning 150

Positioning Company Engineering Incubator 150

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

OCTOBER 31, 2014

Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Strangely, most CEOs seem resigned to this fact, since few, if any, have tackled the challenge of innovation with the sort of zeal and persistence they’ve devoted to the pursuit of operational efficiency.

Disruptive Innovation 8

Disruptive Innovation Business Incubator Incubator Innovation 8