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. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

JANUARY 26, 2016

But in a world where most companies don’t operate on the frontiers of digital transformation, and most employees aren’t tech geeks or app developers, our appetite for unconventional talent strategies should probably extend to more conventional parts of the economy. Yet Pal’s makes a mistake only once in every 3,600 orders.

Loyalty 8

Loyalty Customer Loyalty Training Quality 8

Harvard Business Review

JANUARY 28, 2015

As the dot-com bubble heated up in the early 1990s, a number of thinkers turned their attention to developing frameworks to help executives answer those questions in HBR, and their work forms a solid foundation for navigating the digital transformation that’s still playing out. It’s still worth a look now.

Porter 8

Porter Power Competitive Advantage Film 8

Harvard Business Review

MARCH 29, 2011

After three years and $500 million in development costs, it was a gorgeous hotel, the best designed and best located in the company's portfolio. Since 2001, when she'd arrived at the company, she'd turned around two hotels. We'd have to develop a clear plan and get everyone on board — Hans, Beatriz, everyone.".

Case Study 10

Case Study Hotels Price Decentralization 10