INDUSTRY INSIGHTS YOUR PEERS ARE READING
After all, the company got its start from Sergey Brin and Larry Page’s NSF funded research project to catalogue the web. Innovating from the bottom up. Some of Google’s most popular products, such as Gmail, Google News, and AdSense, originated as 20% time projects. MORE
A multiplex approach to layering in innovation capabilities from the shop floor up in India's largest jewelry and watch retailer. A thorough and instructive account of working every lever and animating an entire organization — from the bottom up and the top down — to embrace innovation. Project Bushfire — Focusing the Might of an Entire Organization on the Consumer & Customer. Most companies put innovation at the top of their agendas. MORE
In every start-up, finding initial product-market fit is a magical moment. But once you achieve initial product-market fit and are down the Sales Learning Curve (PDF), suddenly you are faced with a new challenge: how do I scale up the sales efforts? How do I build a repeatable, scalable sales process that is like an industrial machine, not a crafts project? Once value is established and the product usage ramps up, you can hear the cash register ringing. MORE
Our clients'' resistance to change was not irrational and it was up to us, not our clients, to manage it. Find some "out of the way" department or project to experiment on where the variables are controllable, the investment is minimal, and results are easily measured. MORE
Communities of growth offer connections to the present; they are made up of people we feel an affinity with based on our current likes and dislikes. Collaborative: CCAs are not solo pet projects, but require employees to work together. MORE
Moreover, reaching the ultimate level of chief executive is not just another move up the corporate ladder. And what was critical here, in our view, or at any major enterprise for that matter, is for the directors to take the time to watch the candidates in action and to drill down with bottoms up data. During the final year, they added three paths to gather a last round of data: 1) The CEO and directors assigned a year-long CEO-level project to each of the three finalists. MORE
doubled from 20% to 40% between July and December 2013, and has stayed at that level since. In those cases, mid-level managers weren’t merely managing incremental change; they were leading it by working levers of power up, across and down in their organizations. The permitting time has since been nearly halved for key pilot projects. Taylor created a sense of urgency and then kept up the pace with tight deadlines. MORE
On the economic front, the government is trying its best to play up Greece’s “success story”: its return to stability, the achievement of a primary surplus, and the increasing interest of global investors such as John Paulson. He is supporting a bottom-up initiative, RedesignGreece , to help this change process by way of a set of prizes for Greek civil servants with innovative ideas on how to change the administration for the better. MORE
Bottom up: calculate the cost of everything that goes into making the product, and add a fair margin on top. When Walker put the objects, along with their accompanying stories, up for sale on eBay, the results were astonishing. MORE
the IT departments have adopted an agile, speed-it-up mentality that seems Valley-like. The company has also beefed up its software testing and release management capabilities. Loura began to use visualization tools to show managers why other projects rose further up the queue. MORE
Given this failure to establish responsibility and accountability, it is also not surprising that most ECM projects fail, and a large percentage of IT projects generally fail to realize their potential or go well over budget. It is ultimately up to each of us to make a difference. MORE
SAP's senior management asked Ferose to shore up employee morale at SAP Labs India, where the attrition rate had reached a painful 19% in 2009. This belief led Ferose to overhaul SAP Labs India's hierarchical, 'top-heavy' corporate culture, allowing bottom-up creativity and innovation to blossom. He requested that their managers free up time for their staff members to work on solving the very problems they were complaining about. In April 2010, V.R. MORE
Reports of the death or deliquescence of Google''s "20% time," which allows employees to devote one day a week to side projects, may well be exaggerated. Figure out what Google wants to be when it grows up. MORE
The table below shows examples of some of the specialty-specific metrics the DPIs helped devise, and cases where DPIs received $5,000 grants from the medical management team to support their process improvement projects. Grant Project. MORE
Some of the key challenges: Companies don''t identify the very best ideas for investment because most capital allocation processes start with business partners'' existing ideas about projects to fund. Prioritize Capabilities, not Projects. MORE
Its historical justification long faded, the EU project is facing an existential crisis. This bold approach, which would reimagine Europe as a governance union, could reignite support for the European project and give it the convincing narrative it currently lacks. We must focus on the long-term viability of the European project; and this requires courage, and a vision we can articulate. The European Union has run out of steam. MORE
Harvard Business Review
AUGUST 20, 2013
Reports of the death or deliquescence of Google''s "20% time," which allows employees to devote one day a week to side projects, may well be exaggerated. Figure out what Google wants to be when it grows up.
Harvard Business Review
AUGUST 22, 2013
Some of the key challenges: Companies don''t identify the very best ideas for investment because most capital allocation processes start with business partners'' existing ideas about projects to fund. Prioritize Capabilities, not Projects.
Harvard Business Review
JULY 31, 2013
Bottom up: calculate the cost of everything that goes into making the product, and add a fair margin on top. When Walker put the objects, along with their accompanying stories, up for sale on eBay, the results were astonishing.
Great Leadership By Dan
FEBRUARY 20, 2014
Our clients'' resistance to change was not irrational and it was up to us, not our clients, to manage it. Find some "out of the way" department or project to experiment on where the variables are controllable, the investment is minimal, and results are easily measured.
Harvard Business Review
SEPTEMBER 17, 2013
the IT departments have adopted an agile, speed-it-up mentality that seems Valley-like. The company has also beefed up its software testing and release management capabilities. Loura began to use visualization tools to show managers why other projects rose further up the queue.
Harvard Business Review
JULY 23, 2013
Given this failure to establish responsibility and accountability, it is also not surprising that most ECM projects fail, and a large percentage of IT projects generally fail to realize their potential or go well over budget. It is ultimately up to each of us to make a difference.
Harvard Business Review
OCTOBER 16, 2013
On the economic front, the government is trying its best to play up Greece’s “success story”: its return to stability, the achievement of a primary surplus, and the increasing interest of global investors such as John Paulson. He is supporting a bottom-up initiative, RedesignGreece , to help this change process by way of a set of prizes for Greek civil servants with innovative ideas on how to change the administration for the better.
|
Harvard Business Review
FEBRUARY 18, 2013
Its historical justification long faded, the EU project is facing an existential crisis. This bold approach, which would reimagine Europe as a governance union, could reignite support for the European project and give it the convincing narrative it currently lacks. We must focus on the long-term viability of the European project; and this requires courage, and a vision we can articulate. The European Union has run out of steam.
Harvard Business Review
JULY 30, 2013
In every start-up, finding initial product-market fit is a magical moment. But once you achieve initial product-market fit and are down the Sales Learning Curve (PDF), suddenly you are faced with a new challenge: how do I scale up the sales efforts? How do I build a repeatable, scalable sales process that is like an industrial machine, not a crafts project? Once value is established and the product usage ramps up, you can hear the cash register ringing.
Harvard Business Review
FEBRUARY 25, 2013
A multiplex approach to layering in innovation capabilities from the shop floor up in India's largest jewelry and watch retailer. A thorough and instructive account of working every lever and animating an entire organization — from the bottom up and the top down — to embrace innovation. Project Bushfire — Focusing the Might of an Entire Organization on the Consumer & Customer. Most companies put innovation at the top of their agendas.
Harvard Business Review
DECEMBER 22, 2015
The table below shows examples of some of the specialty-specific metrics the DPIs helped devise, and cases where DPIs received $5,000 grants from the medical management team to support their process improvement projects. Grant Project.
Harvard Business Review
JUNE 1, 2016
After all, the company got its start from Sergey Brin and Larry Page’s NSF funded research project to catalogue the web. Innovating from the bottom up. Some of Google’s most popular products, such as Gmail, Google News, and AdSense, originated as 20% time projects.
Harvard Business Review
JULY 14, 2016
Communities of growth offer connections to the present; they are made up of people we feel an affinity with based on our current likes and dislikes. Collaborative: CCAs are not solo pet projects, but require employees to work together.
|
Harvard Business Review
FEBRUARY 6, 2014
Moreover, reaching the ultimate level of chief executive is not just another move up the corporate ladder. And what was critical here, in our view, or at any major enterprise for that matter, is for the directors to take the time to watch the candidates in action and to drill down with bottoms up data. During the final year, they added three paths to gather a last round of data: 1) The CEO and directors assigned a year-long CEO-level project to each of the three finalists.
Harvard Business Review
OCTOBER 27, 2014
doubled from 20% to 40% between July and December 2013, and has stayed at that level since. In those cases, mid-level managers weren’t merely managing incremental change; they were leading it by working levers of power up, across and down in their organizations. The permitting time has since been nearly halved for key pilot projects. Taylor created a sense of urgency and then kept up the pace with tight deadlines.
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