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The Surprising Power of Business Experiments

Skip Prichard

And, as anyone who closely follows simulation and prototyping tools knows, their use has become pervasive in manufacturing businesses, even though companies still grapple with the integration and management issues I wrote about in 2003. The employee was forbidden to work on the project. It was immediately launched.

Power 95
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Six Paradoxes Women Leaders Face in 2013

Harvard Business Review

Easing into the New Year, one big hope we have for 2013 is that women continue to bridge the gender gap in terms of pay equality and access to leadership positions. Women must project gravitas in order to advance at work, yet they also need to retain their "feminine mystique" in order to be liked. That sounds like progress.

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Why IBM Gives Top Employees a Month to Do Service Abroad

Harvard Business Review

So far, IBMers have completed over 1,000 projects. They received the Volunteer Excellence Award in 2013 and developed a volunteer tool for On Demand Community called “Mobile Applications for Kids with Special Needs.” Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

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Why IBM Gives Top Employees a Month to Do Service Abroad

Harvard Business Review

So far, IBMers have completed over 1,000 projects. They received the Volunteer Excellence Award in 2013 and developed a volunteer tool for On Demand Community called “Mobile Applications for Kids with Special Needs.” Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

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What’s That You’re Calling a Bubble?

Harvard Business Review

And a former Fama PhD student, hedge fund manager Cliff Asness, argued at the time that even if his professor was right about the dot-coms, there clearly was a bubble in the equity of already established, already profitable tech companies. Economy Finance Managing uncertainty' Asness sure seems to have nailed that bubble, huh?

Price 8
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Redefining the Patient Experience with Collaborative Care

Harvard Business Review

It began its lean journey in 2003 and has made considerable progress. By 2013, all eight medical-surgical units in the two hospitals had been converted to the collaborative-care model. The design team fully used lean methods such as rapid-improvement events, value-stream maps, and visual-management concepts.