Kevin Eikenberry

OCTOBER 4, 2010

Five Reasons to Make Discomfort Your Friend How to Get Lazy People to Work Ten Decisions Leaders Make Everyday Ten Ways to Make a Great First Impression Five Minutes - a Key to Successful Time Management Kevin Eikenberry: Thanks Dave!Kevin Do You Really Need a Meeting to Make a Decision?

Venture Capitalist 157

Venture Capitalist Leadership Workshop Mentor 157

Skip Prichard

JUNE 24, 2021

Curating an ecosystem (including customers, peers, venture capitalists, executive recruiters, and strategic vendor partners) to be source of insight and inspiration is the fastest path to broader innovation. Fourth, competition is no longer company-to-company; it is ecosystem-to-ecosystem.

Company 100

Company How To Core Competence Venture Capitalist 100

Kevin Eikenberry

OCTOBER 8, 2010

Consulting Speaking Training Products KevinEikenberry.com About Blog Home Blogs I Like Leadership Learning Subscribe Do You Have a Balanced Reading (and Learning) Diet? Do You Really Need a Meeting to Make a Decision?

Venture Capitalist 187

Venture Capitalist Competitive Advantage Workshop Blog 187

Harvard Business Review

SEPTEMBER 27, 2012

Big companies are really bad at innovation because they're designed to be bad at innovation. When Gerber launched its product targeted towards this opportunity, it flopped disastrously. In three months, the product was pulled from all grocers and returned to the company. In 1974, the company's growth potential was waning.

Innovation 15

Innovation Company Venture Capitalist Maturity 15

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.” Aron Vellekoop Len/Getty Images.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JUNE 10, 2014

Almost every discussion of innovation today inevitably turns to the topic of “disruption.” Academics write about the power of disruptive innovation to transform one industry after another. Consultants have set up practices to focus specifically on helping companies become disruptive innovators. How has this strategy worked?

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 8

Harvard Business Review

SEPTEMBER 10, 2013

Welcome to HBR''s new Insight Center: Beyond the Breakthrough: Executing on Innovation. We''ll take a close look at the execution aspects of innovation. Ethan Mollick of Wharton will reveal the overlooked value of individual middle managers in executing on innovation. Executing on Innovation An HBR Insight Center.

Innovation 8

Innovation Venture Capitalist Hamel Middle Management 8

Harvard Business Review

JUNE 14, 2012

Given the speed and new economics of rapidly developing and launching products, companies are revisiting structures that separate growth opportunities from the current business. Amazon has launched Lab126 to develop physical products, and A9 to create search products. Redefining Innovation.

Productivity 13

Productivity Products Venture Capitalist Innovation 13

Harvard Business Review

SEPTEMBER 10, 2013

Welcome to HBR’s new Insight Center: Beyond the Breakthrough: Executing on Innovation. We’ll take a close look at the execution aspects of innovation. Ethan Mollick of Wharton will reveal the overlooked value of individual middle managers in executing on innovation. Innovation Isn’t an Idea Problem.

Innovation 8

Innovation Venture Capitalist Hamel Middle Management 8

Harvard Business Review

JULY 30, 2013

One of the most common complaints senior executives have about disruptive innovation is its seemingly snail-like pace. How is it, they wonder, that it takes us forever to pursue ideas that promise to create new markets when the world seems to be innovating at a dizzying pace? What do you still not know?"

Innovation 11

Innovation Venture Capitalist Uncertainty Strategic Planning 11

Harvard Business Review

JULY 27, 2017

Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

SEPTEMBER 17, 2013

Innovation is always infectious. But our recent research has taught us a lot about how management innovations can travel — in this case, from Silicon Valley tech sector companies known for their experimentation and agility in information technology (IT) management to the much older Bay Area companies who are their neighbors.

Innovation 8

Innovation CIO Agility Venture Capitalist 8

Harvard Business Review

SEPTEMBER 10, 2013

A good idea faces so many obstacles en route to market today that it''s a wonder we have any innovative products at all. Effective means of boosting innovation already exist, but not enough companies are making use of them. Companies should consider offering rewards for people who solve internal problems or create new products.

Venture Capitalist 8

Venture Capitalist Venture Funding Innovation Incentives 8

Harvard Business Review

SEPTEMBER 10, 2013

A good idea faces so many obstacles en route to market today that it’s a wonder we have any innovative products at all. Effective means of boosting innovation already exist, but not enough companies are making use of them. It’s like that. It doesn’t have to be this way. You can see why: For decades in the U.S.,

Venture Capitalist 8

Venture Capitalist Venture Funding Innovation Incentives 8

Harvard Business Review

APRIL 18, 2017

For managers and marketers alike, the power to calculate what customers might be worth is alluring. The problem is far more insidious than those articulated in venture capitalist Bill Gurley’s thoughtful CLV vivisection. Innovation must be seen as an investment in the human capital and capabilities of customers.

Company 12

Company Venture Capitalist Workshop Metrics 12

Harvard Business Review

JULY 18, 2012

Many venture capitalists are up in the arms because their returns are down, their funds are drying up, and there appear to be a declining number of entrepreneurs pursuing big ideas. Unfortunately, venture capitalists have mixed up their causality. No 20,000 tech jobs. I know many smart investors didn't.

Venture Capitalist 17

Venture Capitalist Software Entrepreneur Engineering 17

Harvard Business Review

JULY 18, 2012

Many venture capitalists are up in the arms because their returns are down, their funds are drying up, and there appear to be a declining number of entrepreneurs pursuing big ideas. Unfortunately, venture capitalists have mixed up their causality. No 20,000 tech jobs. I know many smart investors didn't.

Venture Capitalist 17

Venture Capitalist Software Entrepreneur Engineering 17

Harvard Business Review

MAY 22, 2018

For most companies, both M&A and organic growth are managed like rocket launches. Once launched, the opportunity is micro-managed to ensure that everything goes according to plan. What makes this a quest is that there is likely no product currently on the market or no existing demand from consumers.

Organization 10

Organization Company Venture Capitalist B2B 10

Harvard Business Review

SEPTEMBER 10, 2015

Anyone who has worked inside a large organization can rattle off a lengthy list of the things that regularly kill promising ideas: conflict with existing businesses, naysayers, management turmoil, insufficient resources. Here are six ways to change that. Start with a survey. But the most common cause of death they reported?

Venture Capitalist 8

Venture Capitalist Company Due Diligence Chief Information Officer 8

Harvard Business Review

DECEMBER 17, 2014

How much does your company need to invest in innovation? With target in hand (if possible), your next step is developing your best estimate of how much potential exists within your current products and services. Are venture capitalists making significant and lasting investments in your industry?

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

FEBRUARY 5, 2018

The term corporate entrepreneur devalues what real entrepreneurs do, and it creates a haze of hokum around people trying to innovate in large companies that sets them up to fail. There is an ocean of difference between people innovating or designing new offerings inside a large company, and actual entrepreneurs. Fear of failure.

Entrepreneur 9

Entrepreneur Venture Capitalist Innovation Long-term 9

Harvard Business Review

FEBRUARY 18, 2016

Earlier in my career I spent 14 years as chief talent officer at Netflix, where I helped create some of the innovative talent management policies — such as no-formal-limit vacation policies — that have since become widespread. (I Cash constraints were a fact of life during my years managing in a startup.

Venture Capitalist 8

Venture Capitalist Constraint Policies Talent Management 8

Harvard Business Review

JUNE 9, 2014

The most successful, visionary entrepreneurs dream not of millions of dollars, but of a world where their products change culture. But in technology startups, particularly venture-backed technology startups, the current investment climate does not always support that vision.

Entrepreneur 8

Entrepreneur Venture Capitalist Mezzanine Short-term 8

Harvard Business Review

JUNE 20, 2014

Yes, those big, flat structures that hold products for transport. Publishers must therefore rebuild their cost structure by doing such things as “moving to a less fancy office and lowering [managers’] salaries.” Andy O’Connell Maybe Not Does Innovation Always Lead to Gentrification? Instead, they merely reproduce their own kind.

Industry 8

Industry Venture Capitalist Supply Chain Transportation 8

Harvard Business Review

NOVEMBER 26, 2012

The product manager, who had come up with what he thought was an airtight, iron-clad, compelling and irrefutable business case for launching a fairly clever innovation, completely failed to persuade the impassive CMO. The pitch can be before venture capitalists, brand managers, product review committees and/or the CEO.

Venture Capitalist 8

Venture Capitalist Due Diligence Innovation Brand 8

Harvard Business Review

APRIL 5, 2018

The myth of Silicon Valley is that venture-funded entrepreneurship is a generalizable model that can be applied to every problem, when in actuality it is a model that was built to commercialize mature technologies for certain markets. The Silicon Valley Model. Back east, established firms worked with big banks to launch new enterprises.

Technology 8

Technology Venture Funding Venture Capitalist Entrepreneur 8

Harvard Business Review

APRIL 28, 2015

Despite the inevitability of this “smart” future, today only a small portion of businesses regularly merge data and physical products. That’s because even after they determine the right ways to use information to delight their customers, managers must address one equally important challenge. The challenge?

Business Model 8

Business Model System Management Supply Chain 8

Harvard Business Review

AUGUST 4, 2011

They expect you to be honest about how your products and services stack up — by sharing detailed descriptions of features and applications, multiple opinions, and even negative reviews. We've seen Google sales leader Jim Lecinski challenge a room of business marketers to search YouTube for even the most obscure product.

Marketing 15

Marketing Venture Capitalist Audience Competitive Advantage 15

Harvard Business Review

FEBRUARY 17, 2011

Venture capitalists are increasingly interested in emerging markets, and in working with local funds based in those markets (despite the fact that reverse innovation in venture capital seems counterintuitive). Many current therapeutic innovations require iterative feedback from the clinic to the lab and back again.

Marketing 15

Marketing Venture Capitalist Biotechnology IPO 15

Harvard Business Review

FEBRUARY 3, 2016

But these new services have yet to grow fast enough to supplant the profit declines in the company’s eroding legacy products. Smart venture capitalists invest in a portfolio of startups with different risk profiles and timeframes for returns. This time, the transformation IBM faces is far more difficult, for two reasons.

Venture Capitalist 8

Venture Capitalist Short-term ROI Long-term 8

Harvard Business Review

JUNE 8, 2015

Change and innovation are choices, not givens, in any organization, and there are managerial levers for making these selections wisely. Within EB, Merck first created a Global Health Innovation Fund and then a Healthcare Services and Solution unit to identify, develop, and operate nascent opportunities that fit that thesis.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

JULY 26, 2018

To venture capitalists and the financial market, no business model is more attractive than a platform. Any platform still needs to achieve a product-market fit to succeed in the long run. What works well in one country may fare badly in another, especially when the product being sold is a physical rather than a digital one.

Transportation 10

Transportation Health Care Venture Capitalist Advertising 10

Harvard Business Review

OCTOBER 12, 2015

As one venture capitalist recently remarked to me during a conversation about workplace analytics, “I want my entrepreneurs checking their phones for something more than messages.” Companies that care about productivity and performance know this. After all, one can’t be data-driven without being self-aware.

Venture Capitalist 8

Venture Capitalist Self-aware KPI Metrics 8

Strategy Driven

MAY 25, 2011

And when they don’t feel safe, they don’t take risks – and where there is no risk taken, there is less innovation, less ‘going the extra mile,’ and therefore, very little unexpected upside. Carl, a self-made success and CEO of a venture-backed software company, is a great example. Feeling safe is a primal human need.

Company 62

Company Venture Capitalist Film Reputation 62

Harvard Business Review

MARCH 4, 2016

Even when startups have great products and customer interest, they struggle with long-term growth. But as a venture scales and becomes more complex , more operational and commercial sophistication is required to manage it. Also, there is a difference between managing scale and getting to scale. Insight Center.

Venture Capitalist 8

Venture Capitalist Sample IPO Long-term 8

Harvard Business Review

MARCH 29, 2012

A 2011 IBM study of over 3,000 CIOs revealed that CIO-CEO alignment is stronger than ever, with traditional companies aggressively investing in technology innovation. The New York Times and other traditional publishers are launching digital products tailored to the mobile web. A few years ago, community managers did not exist.

Technology 14

Technology Venture Capitalist CIO ROI 14

Harvard Business Review

FEBRUARY 28, 2013

Across the pond, John Whitehead, the former managing partner of Goldman Sachs and the board chair for several nonprofits, approached the dean of Harvard Business School with a similar idea. He asked how could HBS apply its distinctive competencies to help improve management within the social sector? Want to Change the World?

Venture Capitalist 9

Venture Capitalist Bottom-up Committee Follow-up 9