Strategy Driven

JUNE 29, 2016

It is fashionable today to have management committees, at various organizational levels, working as teams. Hence, it is rarely a straightforward process, and if the team is committed to the goals and direction of the entire organization, one no is an inappropriate test of the idea. Let me explain. Resistance from the Customer.

Supply Chain 51

Supply Chain Real Estate Resistance Competitive Advantage 51

Strategy Driven

OCTOBER 7, 2019

Many companies have managed to gain an edge tapping into its transformative power. After all, change is the only constant thing in Agile project management and development. Make sure top management understands this. The heavy focus is on the processes of continuous delivery and frequent testing.

Agility 33

Agility Planning Project Decentralization 33

Harvard Business Review

JUNE 13, 2018

By Ayman Sayed, President and Chief Product Officer, CA Technologies. But, what about the application of AI and ML to agile development, testing and even portfolio management? 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

Strategy Driven

APRIL 2, 2014

The question is, do your executives have the skills and experience to lead a cross-functional process focused organization? This blog focuses on how to motivate, engage, and coach the Executive Sponsor and Process Owner during a Business Process Improvement (BPI) project. The Process Owner is oriented inward toward the process.

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BPM Process Tips Management 56

Harvard Business Review

JUNE 17, 2015

Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely. They followed a sequence that resulted in new products or major updates to products every year or two.

Productivity 8

Productivity Products Customer Intimacy Software 8

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. Maximize engineering productivity.

Agility 8

Agility Development Organization Software 8

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. This might have worked in the past when markets moved incrementally. The first step is to find a founder’s quest.

Organization 10

Organization Company Venture Capitalist B2B 10

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

JUNE 28, 2016

A second set of entrepreneurs focus on information goods and think of IT as the product. But today there is a third approach, one that will become the dominant path for most entrepreneurs, especially those building information products. It has several key benefits: Speeds time-to-market. Take a company like Airbnb.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

MAY 22, 2018

The most common conversation I have these days with discouraged employees below senior management levels goes like this: “This company’s bureaucracy is killing me. I have formally researched management tools and techniques for 25 years. We can coach you and serve as subject matter experts in the development process.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

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

FEBRUARY 22, 2011

Called "Why US Productivity Can Grow Without Killing Jobs," it takes as a given that this would strike readers as counterintuitive. Could it really be that businesses could become more productive and yet not find themselves with excess workers standing around? The extra dimension in a dynamic analysis is, of course, time.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

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. To find out, Gimmy and Meyer designed the new organizational unit with a set of processes and a startup program based on the venture client model.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

JANUARY 29, 2015

Is your company ready to compete in a world of smart, connected products ? For some time now we’ve been living into a smarter world filled with Big Data and analytics, and a more connected one that’s been described as “ the internet of things.” The first step was to hire someone to run it.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

SEPTEMBER 14, 2011

Chirotech specializes in biocatalysis and chemocatalysis, two important subspecialties of biotechnology and chemistry that help develop key biological and chemical intermediates needed for the efficient production of medicines. Reliance MediaWorks. Polycentric innovation won't work in organizations that promote groupthink.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

MAY 23, 2016

In fact, IoT is at the peak of Gartner’s 2015 hype cycle, which suggests the next phase will be disillusionment, and it will be years before we see real productivity gains. We believe data-driven manufacturing is indeed the next wave that will drive efficient and responsive production systems. Insight Center.

Supply Chain 10

Supply Chain Engineering System Efficiency 10

Harvard Business Review

JUNE 13, 2018

By Surya Panditi, GM, Agile Management, CA Technologies. Read more from CA Technologies: Using AI and Machine Learning for Agile Development and Portfolio Management. You delivered your product faster, but was it the right product? Is faster delivery into the market having an impact on your bottom line?

Agility 8

Agility Metrics Technology Succession 8

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. 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. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. 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. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

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. Sales and product quotas, growth targets, and mission statements are widespread counterfeits.

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Mission Statement Report McKinsey Strategy 8

Harvard Business Review

MAY 7, 2018

Faster times to market, greater flexibility on the way there, and greater focus on the customer — common results of a successful lean implementation — are all positives. In the MVP stage, the questions should be about the customer and product-market fit, as well as the unit economics that will drive the enterprise value.

Innovation 11

Innovation Learning-by-Doing Execution Team 11

Harvard Business Review

MAY 2, 2016

They ignore the realities of how global manufacturing now works — how it has evolved into a complex network of interlinked factories that together build many of the products sold today. Generally, what we see is the country where the final assembly of a product took place. A big reason is technological complexity.

Supply Chain 8

Supply Chain Globalization Cost Efficiency 8