Harvard Business Review

DECEMBER 13, 2017

Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Self-management: Being a PM can be incredibly stressful. Company Fit.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Manage costs — or add value? Exploiting global opportunities versus managing risk. Pursuing cost leadership versus differentiating for value.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JULY 8, 2016

For some industries in the West, this question appears a bit ridiculous. The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. But despite all the pain they have experienced, these industries are wrong.

Business Model 10

Business Model Innovation Company Apparel 10

Harvard Business Review

OCTOBER 18, 2016

How does your organization manage the money it spends on digital? In essence, digital investments should be planned and managed according to their current and future contribution to business performance. Digital investments to assist meeting specific industry legislation also fall into this category. Investment appraisal.

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

MARCH 5, 2014

But this was the first time attending the event where so many of the top-tier athletic luminaries—particularly coaches and managers—spoke so wistfully and ambitiously about the analytic alchemy that can turn teammates into champions. How might “teamness” improve the time to market performance of new product development efforts?

Team 8

Team Sports Franchising Conference 8

Harvard Business Review

AUGUST 26, 2013

I don''t care what industry you''re talking about.". IT is already being asked both to industrialize traditional infrastructures and systems fast to save costs, and to innovate customer experiences and operations with new digital technologies. They drive innovation and speed up time to market.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

MAY 4, 2018

Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market. Continuous Development is a growing trend in the software industry. Customers enjoy the benefit of new features sooner. By August 2017, it took an average of 3.5

Agility 8

Agility Development Organization Software 8

Harvard Business Review

JANUARY 29, 2015

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. Together, these constituted radical moves for an industrial company headquartered on the East Coast.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JUNE 28, 2016

Companies can also rent their business applications (for accounting and finance, human resource management, marketing and sales, collaboration, project management, and so forth) on-demand from companies like Microsoft, Salesforce.com, Workday, Hubspot, Yammer, Dropbox, Basecamp and others.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. Related Video.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

FEBRUARY 22, 2011

The extra dimension in a dynamic analysis is, of course, time. Managers have come a long way in the past 20 years toward appreciating its role in their strategies. It was in 1990 that George Stalk and Tom Hout of BCG published Competing Against Time , pointing out that time was an unexploited aspect of competitiveness.

McKinsey 13

McKinsey Efficiency Long-term Analysis 13

Harvard Business Review

MAY 29, 2017

“Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting. Instead of amending their actions, they amend the values, choosing words antithetical to the known cultural norm needing to be cured.

Bottom-up 10

Bottom-up Competitive Advantage Organization Workshop 10

Harvard Business Review

AUGUST 9, 2013

When it comes to innovation in industries with strategically narrow windows of opportunities, speed is everything. Disruptive innovations begin at the low-margin, high commodity end of the stack and move upward over time, and IT is most likely not going to be an exception. IT management Information & technology Technology'

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Specifically, CEOs must: 1.) Challenge R&D teams to create "good enough" solutions.

CEO 15

CEO Innovation Restructuring Incentives 15

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. Among the 30 top companies in seven of the largest industries, almost half had a VC-fueled accelerator in 2015, up from just 2% in 2010.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Specifically, CEOs must: 1.) Challenge R&D teams to create "good enough" solutions.

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

JUNE 17, 2015

This seems to be a key question on the minds of not just marketers, but company strategists these days. We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer-centric.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

MAY 23, 2016

The internet of things (IoT) and industrial internet in the United States, Industrie 4.0 But to get beyond the hype, managers need to understand some underlying challenges and paradigm shifts. This is often overlooked by managers, but it is a big deal. Industrial automation is an evolutionary process.

Supply Chain 10

Supply Chain Engineering System Efficiency 10

Harvard Business Review

DECEMBER 23, 2015

As I’ve worked with companies for 30 years, I’ve observed a recurring management vice I’ve called “faux-hesion”… the institutionalized pretense of unity. “Speed” suddenly becomes a value when time to market cycles are industry lagging.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

OCTOBER 20, 2011

As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. But unlike websites, factories were capital intensive.

ROE 11

ROE Debt to Equity Ratio Innovation Incentives 11

Harvard Business Review

MAY 2, 2016

automobile industry over the last five years. While production is approaching all-time highs, the percentage of parts that come from U.S. You have to understand these fundamentals to craft trade-policy prescriptions — which, by the way, I think the free trade agreements largely do: A thick supplier market.

Supply Chain 8

Supply Chain Globalization Cost Efficiency 8