Innovation Power Process Ries 
Rajesh Setty
JULY 16, 2013
Nothing can replace the power of actual experience but being prepared and equipped will take that experience to a whole new level. Some entrepreneurs quip back citing examples from Alexander Graham Bell to Steve Jobs who could not or did not do market research respectively but went ahead with amazing innovations. All the best!
Harvard Business Review
OCTOBER 3, 2014
Consensus is a powerful tool. In so doing, you increase the speed of innovation and decrease the cost of failure. Nick’s company appeared to understand the value of his experiment… but their process got in the way. Again, consensus can be a powerful tool. The problem with consensus is that it’s expensive.
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Harvard Business Review
FEBRUARY 4, 2013
If you, like me, are a foot-dragging devotee, consider the following: Fewer resources produce proximity; proximity drives innovation. High-tech giant Adobe recently opened a striking new building in Lehi, Utah specifically designed to create an ecology of planned and unplanned cooperation and innovation among its employees.
Harvard Business Review
JANUARY 2, 2013
Meaningful innovation requires sponsorship. At its core, Penrose's idea is the reason innovation requires sponsorship. It's why Christensen's Innovator's Dilemma is so difficult to overcome. Senior executives focus on big issues every day, when they turn to innovation they need their novel solutions to be equally as large.
Harvard Business Review
OCTOBER 30, 2017
In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World ” and Eric Ries’s book The Lean Startup. Innovation at GE was on a roll. Then it wasn’t.
Harvard Business Review
MAY 30, 2013
In 2010, one of us was sitting in a room at the Harvard Business School with Eric Ries and a number of budding entrepreneurs. To us, there are few better examples at demonstrating the power of the Lean Startup. But like disruption before it, the zeitgeist around lean has in some ways grown apart from the power and purpose of the idea.
Harvard Business Review
MAY 13, 2014
That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups. Resource allocation: i ncubating a protected class of ideas.
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