2013 Ethics Operations Transportation 
Harvard Business Review
DECEMBER 6, 2016
This means self-driving cars have shifted from a period of wild experimentation directly to market adoption — what Paul Nunes and I describe in our 2013 HBR article as “big bang” disruption. legal system is already having trouble keeping up with the pace of developments in transportation. traffic deaths.
Harvard Business Review
JUNE 21, 2017
Kalanick and other top executives signal by example what is and is not acceptable behavior, and they are clearly responsible for the company’s ethically and legally questionable decisions and practices. It was Lyft that first invited drivers to provide transportation through their personal vehicles. Fixing the Problem.
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Harvard Business Review
OCTOBER 6, 2014
If round after round of profit warnings was not enough – group operating profits fell 20% between 2011 and 2013 and are likely to fall another 30% in 2014 — the company recently announced it had overstated its first-half profit by about $400 million. billion in 2013, and operating profits increased 65% to $422 million.
Harvard Business Review
JUNE 21, 2013
burden of running their companies’ day-to-day operations. growth in digital ads between 2013 and 2014. Ethical Quandaries. Even more disturbing, one in six say they''ve been personally bullied into doing something counter to their ethical values or their customers'' interests. At least not all the time.
Harvard Business Review
JANUARY 29, 2015
” To hit the aggressive growth targets (750 by the end of 2013 and 1000 by November 2014) Waldo had to rewrite some GE rules. The Silicon Valley software ethic of running experiments to fail fast and learn has been a cultural challenge for GE, where failure has been frowned upon. Operations Competitive strategy Technology'
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