Harvard Business Review

AUGUST 9, 2018

Plan more time than you ever thought necessary to prepare the content, the delivery, and the necessary follow-up. Typically, you should expect to hold not just one initial “all hands” meeting or videoconference, but also a series of smaller team and individual conversations as follow-ups. You and Your Team Series.

Team 13

Team How To Planning Follow-up 13

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. In the world of application and software delivery, organizations need transparency when it comes to the work agile and portfolio teams are doing.

Agility 8

Agility Technology Development Content 8

Harvard Business Review

MARCH 5, 2014

A talented videogame-designing friend had a ready quip whenever start-up executives asked him if he was a “team player.” “Yes,” Yes,” he always responded, “team captain.” Makes teams better” is fast-becoming both an essential ingredient to getting hired and a mission-critical skill-set worth measuring. He usually got hired.

Team 8

Team Sports Franchising Conference 8

Harvard Business Review

MAY 22, 2018

This might have worked in the past when markets moved incrementally. But in a global business environment that is changing exponentially , the market moves too quickly. What makes this a quest is that there is likely no product currently on the market or no existing demand from consumers. Too much is simply unpredictable.

Organization 9

Organization Company Venture Capitalist B2B 9

Harvard Business Review

DECEMBER 19, 2016

Even in the most commoditized markets, winning players need to create value by adding small slivers of differentiated services, logistics, quality and reliability. CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

MAY 4, 2018

Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market. And that satisfaction leads to a more attractive work environment in a competitive talent market. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

MAY 22, 2018

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? I first encountered agile teams a decade ago in the IT departments of some retailers.

Bureaucracy 10

Bureaucracy Agility Energy Constraint 10

Harvard Business Review

DECEMBER 13, 2017

Beyond shipping new features on a regular cadence and keeping the peace between engineering and the design team, the best PMs create products with strong user adoption that have exponential revenue growth and perhaps even disrupt an industry. Performing market assessments. Core Competencies. Running design sprints.

Productivity 8

Productivity Products Core Competence Management 8

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.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

FEBRUARY 22, 2011

Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. For example, the idea that market share leadership leads to cost leadership which creates defensible advantage is a dynamic argument. Out of their work came a new business focus on "time to market" and "cycle time."

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

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. The photography market is highly competitive, populated by famous brand names, and dominated by powerful sales channels.

Contract Manufacturing 11

Contract Manufacturing Licensing Retail Innovation 11

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

JUNE 17, 2015

This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. How well do you know your customers?

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

AUGUST 26, 2013

Cloud-based services are also now being bought directly by functions like HR and marketing, resulting in IT losing its control over technology purchase within the organization. Requirements and specifications are more flexible and developed within cross functional teams with constantly evolving business needs.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

MAY 29, 2017

In this company’s case, senior leaders who were criticized for not modeling the values quickly ousted their accusers for “not being team players.” “Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting.

Bottom-up 9

Bottom-up Competitive Advantage Organization Workshop 9

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

JULY 27, 2017

Top startups already have market leading solutions. Apart from the website, the BMW Startup Garage team also stays in regular touch with leading venture capitalists and regularly appears at international conferences, as well as hosting their own startup events. Private VCs and other professional investors can provide the first two.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

MARCH 18, 2013

Imagine a team at a ski company that's faced with a big problem: When skiers make sharp turns at high speeds, the edges of their skis lift from the snow, causing the skiers to sometimes lose control. The team needed to lessen the vibrations of its skis. But for a long time they weren't easy to find.

Software 8

Software Innovation Sharpe Efficiency 8

Harvard Business Review

JANUARY 29, 2015

Bill and his team set out to develop a system that could bring all GE machines onto one efficient cloud -connected platform. And the market for software talent was hot hot hot. We were competing with the cool, Silicon Valley tech companies, yet at the same time we needed to find people who would fit in GE’s culture.”

Software 8

Software Six Sigma Insourcing P&L 8

Strategy Driven

APRIL 2, 2014

When organizations want to build a process culture, they need to identify leaders for each process improvement effort—namely an Executive Sponsor, Process Owner, Project Lead and Business Process Management (BPM) Team Facilitator. Reduce time to market for this product). What’s in it for Me?

BPM 56

BPM Process Tips Management 56

Harvard Business Review

OCTOBER 4, 2012

When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Having a clear lead site ensured prompt decision making and a project successfully delivered on time and on budget.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Having a clear lead site ensured prompt decision making and a project successfully delivered on time and on budget.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

JUNE 13, 2018

Companies across the globe are faced with new competitive threats, changing market dynamics, new technology disruption and evolving customer needs, and the pressure is on for companies to be able to sense and respond to those changes and deliver better products and services to customers, faster. Are we building the right thing?

Agility 8

Agility Metrics Technology Succession 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. “The rigorous methodology serves as a framework we use to solve customer frictions and serve unmet needs to focus on real, in-market learnings.”

Innovation 10

Innovation Learning-by-Doing Execution Team 10

Harvard Business Review

DECEMBER 13, 2016

Although we had been a market leader for many years, our new products had been launched several months later than the competition — in fact, our time to market had doubled over the previous three years. The people who work for Ryanair know what the priority is, and thus know how to allocate their time on the job.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

DECEMBER 23, 2015

If you go around the room and ask members of the executive team “What’s our strategy?” “Speed” suddenly becomes a value when time to market cycles are industry lagging. The single most unifying factor of an organization is a widely known, enthusiastically embraced strategy.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12