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. But the most common cause of death they reported? Business unit executives hadn’t bought in to the idea.

Venture Capitalist 8

Venture Capitalist Company Due Diligence Chief Information Officer 8

Harvard Business Review

AUGUST 28, 2014

A recent article in The Economist , citing the work of Ryan Raffaelli at Harvard Business School, points to what it calls a “paradox” in the aftermath of disruptive innovation. That vestiges of old technologies linger on, capable of being resurrected into viable businesses again, doesn’t seem strange to us.

Disruptive Innovation 8

Disruptive Innovation Supply Chain Technology Parcell 8

Harvard Business Review

APRIL 29, 2015

From time to time, the basis of competition in an industry shifts so dramatically that shifting with it requires a new long-term vision that calls for the organization to do things it never would have done in the past. The innovation portfolio. Those three business portfolios are: The future state portfolio.

Strategy 8

Strategy Long-term Health Care Insurance 8

Harvard Business Review

MAY 18, 2015

McKinsey and Company reported similar findings from its Organizational Health Index as did Timothy Devinney at Australia’s University of Technology in a recent experiment. Taken together, this research points to the fact that most leaders just don’t get what their organizations are trying to do.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

MARCH 23, 2012

When faced with a major investment decision, how many organizations would bet their success on a gut feeling? How many organizations would rely mainly on intuition when taking a new product to market? ready to weigh and measure any parcel of human nature, and tell you what it comes to." Take Thomas Gradgrind in Hard Times.

Metrics 12

Metrics Parcell Call Center Productivity 12

Harvard Business Review

OCTOBER 27, 2015

and China take the lead in tech innovation. ” According to Der Standard , an Austrian newspaper , mailing a parcel from Munich to Salzburg (distance: 145km; 90 miles) costs many times more than mailing it from Munich to Berlin (distance: 585km; 364 miles). Investing in innovation capacity. in Sub-Saharan Africa and 27.7%

Crisis 8

Crisis McKinsey Policies Globalization 8

Harvard Business Review

FEBRUARY 16, 2011

When Nokia's boss declares a state of emergency because the company is caught between a surge of low-end products and the runaway success of other mobile telephony platforms, you know that his organization is crying out for 2-in-1 leadership. Are our new ideas big enough? Valuable enough?" What's the market for them?"

Parcell 11

Parcell CEO Airlines Trends 11