Harvard Business Review

JUNE 17, 2015

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. Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

MAY 4, 2018

In 2001, a new approach to technology development was created by a daring group of developers. Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. Once again, it has started in the bowels of technology companies and startups.

Agility 8

Agility Development Organization Software 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

DECEMBER 19, 2016

When confronted with disruptive technologies, many companies fail to align digital strategies with their core strategies. On one hand, pure cost-based strategies are now rarely viable because the forces of automated production, mass customization, global supply chains, direct channels, networked devices, etc.,

CEO 8

CEO Supply Chain Disruptive Innovation P&L 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

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

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? What a conundrum! Well of course we know it is not one.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

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

JULY 27, 2017

This meant that the company was leaving out huge innovation potential — thousands of startups with billions of funding — that could help BMW innovate anything from core vehicle technology (batteries, sensors, artificial intelligence software) to manufacturing innovations (internet of things, cybersecurity, robotics).

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 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. The photography market is highly competitive, populated by famous brand names, and dominated by powerful sales channels.

Contract Manufacturing 12

Contract Manufacturing Licensing Retail Innovation 12

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

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. Tata Motors appointed Tim Leverthon, who previously led R&D at BMW, as head of its global R&D.

Globalization 10

Globalization Innovation Decentralization Chemicals 10

Harvard Business Review

JUNE 13, 2018

By Surya Panditi, GM, Agile Management, CA Technologies. So organizations today are staying ahead of the curve by scaling agile and building agility into everything they do, and extending agile techniques and practices across teams, teams-of-teams, non-IT organizations and even across the business as a whole.

Agility 8

Agility Metrics Technology Succession 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

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

OCTOBER 20, 2011

As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. Therefore: who needs new technology more than the poor?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13