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

JUNE 17, 2015

Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. The Future of Operations. To the engineers, the design thinking process seemed like a return to the Waterfall method. IBM: Applying a Hybrid Design-Thinking Approach.

Productivity 8

Productivity Products Customer Intimacy Software 8

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

AUGUST 9, 2018

It may feel like you’re overinvesting in planning, but it will save you time and pain in the long run. Giving people multiple opportunities to take in and process the announcement is essential for thorough understanding; receiving the information from the right sources in the right sequence is crucial for credibility.

Team 13

Team How To Planning Follow-up 13

Harvard Business Review

MAY 22, 2018

Its hierarchical authority, specialized division of labor, and standard operating procedures enabled companies to grow far larger than they had ever been. Tens of thousands of agile teams have operated for decades without much awareness — let alone active support — from CEOs. Tetra Images/Getty Images.

Bureaucracy 10

Bureaucracy Agility Energy Constraint 10

Harvard Business Review

AUGUST 26, 2013

IT is already being asked both to industrialize traditional infrastructures and systems fast to save costs, and to innovate customer experiences and operations with new digital technologies. 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

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. The tools to do this are already here.

Offshoring 8

Offshoring Productivity Products Competitive Advantage 8

Harvard Business Review

DECEMBER 19, 2016

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. 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

AUGUST 20, 2018

And if their initial guesses were wrong, they needed a process that would permit them to change early on in the product development process when the cost of changes were small — the famed “pivot.” Startups now had tools that sped up the search for customers, reduced time to market, and slashed the cost of development.

IPO 8

IPO First-mover Advantage Business Model Agility 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

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 goal of this MVP approach is to move as quickly as possible without wasting time on irrelevant or unnecessary effort. Lean is fast. Design is slow.

Productivity 8

Productivity Products Reis Definition 8

Harvard Business Review

DECEMBER 13, 2017

PMs have to have a deep understanding of how the organization operates and must build social capital to influence the success of their product – from obtaining budget and staffing to securing a top engineer to work on their product. They can get “lost” in the system and have to deal with more politics and tight budgets.

Productivity 8

Productivity Products Core Competence Management 8

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. You can't run your global R&D operations from headquarters in Mumbai. Decentralize and empower global R&D units. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

JULY 27, 2017

Third, corporate VCs and accelerators are costly and complex to operate, turning them into a slow and expensive innovation tool. 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. Could these experiences be replicated and scaled up at BMW?

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

JANUARY 29, 2015

” Incorporating rapid programming practices (“ Agile ” and “ Extreme Programming ”) to bring significant time-to-market and productivity benefits also required new and different skill sets than what were traditionally found within GE. Operations Competitive strategy Technology'

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

MAY 2, 2016

The raw wafer for an iPhone chip might have been processed in Texas before it was shipped to a factory in Taiwan to be diced into individual chips and tested, then wire bonded into a package before going to a parts distribution center, before finally making it to that assembly line in Zhengzhou, China. bound panels to Malaysia.

Supply Chain 8

Supply Chain Globalization Cost Efficiency 8