Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Here are three ways to set up and manage global innovation for success: 1.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

JULY 8, 2016

China has not been a huge technology innovator, despite being the world’s second-largest investor in R&D , but Chinese businesses have found ways to use innovations in processes, business models, and customer experience to their disruptive advantage. This presents Western companies with a fresh challenge.

Business Model 9

Business Model Innovation Company Apparel 9

Harvard Business Review

MAY 7, 2018

A lean startup approach, we are told, can empower big companies to innovate rapidly and effectively in the face of continual disruption, potentially even transforming enterprises into centers of continual new growth. paul garbett for hbr. However, they hardly represent the transformation that has been promised with this new approach.

Innovation 10

Innovation Learning-by-Doing Execution Team 10

Harvard Business Review

SEPTEMBER 14, 2011

Dr Reddy's plan is to leverage Chirotech's scientific capabilities to optimize drug development processes, thus lowering manufacturing costs and speeding time-to-market. In recent years, Indian firms such as Dr Reddy's have also started globalizing their R&D footprint by moving into Western markets.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

JUNE 13, 2018

For nearly two decades, many companies have utilized the principles within the Agile Manifesto to deliver faster time-to-market than traditional, or linear development models. We’re all striving to deliver better products faster to meet customer needs in the marketplace and stay ahead of the competition.

Agility 8

Agility Technology Development Content 8

Harvard Business Review

JULY 27, 2017

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

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 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. Today’s organizational strategies call for small, manageable units focused solely on specific technologies, end markets, or geographical areas.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

MAY 22, 2018

Believe it or not, bureaucracy was once a progressive innovation. But agile innovation teams work better than current approaches, and agile principles hold that making immediate progress beats waiting for perfect solutions before starting out. Still, that frustration is a natural part of agile innovation.

Bureaucracy 10

Bureaucracy Agility Energy Constraint 10

Harvard Business Review

JUNE 28, 2016

Over the last 15 years, Internet giants have built platforms or utilities on top of the Internet that make innovation easier and faster. For instance, Amazon has created a cloud services business that enables established firms and startups alike to rent IT infrastructures and processes from Amazon.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

MAY 22, 2018

You have to experiment to validate the problem, the solution, and the business model to bring it to market. As you are testing, it’s vital to watch out for what we call “innovation theater” — convincing yourself and others that you are on the right track as a justification for decisions made in the past.

Organization 9

Organization Company Venture Capitalist B2B 9

Harvard Business Review

MAY 4, 2018

Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

JULY 11, 2011

A lot of business literature advocates teaming up wherever possible to open the doors to new ideas, draw on the unique strengths of others, and speed time to market. Advanced algorithms process these inputs to enable features such as 3D effects or focusing on different parts of the image after the photo has already been taken.

Contract Manufacturing 11

Contract Manufacturing Licensing Retail Innovation 11

Harvard Business Review

MAY 14, 2015

The two methodologies may appear to share much in common on the surface, but if you dig deeper, there are fundamental differences in process that lead to very different outcomes. The buds of innovation are fragile, and are easily squashed by critique or a view of the competitive market environment.

Productivity 8

Productivity Products Reis Definition 8

Harvard Business Review

NOVEMBER 27, 2013

First, we’ve seen dramatic improvements in flexible automated fabrication, exemplified by innovations like Tesla Motors’ robot-heavy car factories and Nike’s revolutionary Flyknit process. Consider the very unexciting process of buying a washing machine. This shift is being brought about by three developments.

Offshoring 8

Offshoring Productivity Products Competitive Advantage 8

Harvard Business Review

FEBRUARY 22, 2011

Out of their work came a new business focus on "time to market" and "cycle time." Shortening the cycle times of your processes — whether product introduction or the order-to-cash cycle — uses fewer resources, and thus when all businesses do it helps the economy minimize the cost of any given output.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

DECEMBER 23, 2015

Most companies have published values, like integrity, innovation, teamwork, customer service, sustainability, or respect. “Speed” suddenly becomes a value when time to market cycles are industry lagging. “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 8, 2013

Doing so will enable payers to simplify their infrastructure and focus on analytic processes that are separate from claims adjudication. This infrastructure is less invasive, requires less investment, and offers faster time-to-market than do solutions that necessitate material changes to claims-adjudication processes.

Health Care 8

Health Care Cost Analysis Competitive Advantage 8

Harvard Business Review

AUGUST 26, 2013

Technology innovation is not slowing down or leveling off, but ramping up — and businesses will soon face a barrage of new digital possibilities. There is no time for complacency. Digital capabilities are about methods, processes and people — and a truly digital IT organization is different from traditional IT.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

OCTOBER 18, 2016

For key operational investments, the focus is about improving the performance of existing activities, which often entails looking for opportunities for integration and rationalization to speed up business processes and remove inefficiencies. Digital investments to assist meeting specific industry legislation also fall into this category.

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

JUNE 17, 2015

In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy, by changing methods, reengineering processes, and transforming culture. IBM: Applying a Hybrid Design-Thinking Approach.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

JANUARY 29, 2015

Key selection criteria included experience in innovative software and service (versus product) development, and an ability to manage a start-up in a very large, complex company. A design studio is geared for collaboration and innovation work with customers and partners. The first step was to hire someone to run it.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

DECEMBER 13, 2017

Company philosophy about PM – Every company has a different philosophy about the product development process and where PMs fit into that process. Founder/CTO/CEO relationship with PM – Especially in earlier stage companies, it’s important to know how involved the Founder/CEO/CTO is in the product process.

Productivity 8

Productivity Products Core Competence Management 8