Harvard Business Review
FEBRUARY 25, 2013
The Fog of Innovation — that moment when you realize that the data you need to make a critical decision about an innovative idea just isn't clear. I remember distinctly a large company that proudly told me about how it got all of its most important executives to sit on an all-powerful innovation board that met every 90 days.
Harvard Business Review
NOVEMBER 29, 2011
In her underappreciated book, The Innovation Killer , Cynthia Barton Rabe, a former innovation strategist at Intel, explains how "what we know limits what we can imagine." Ten years later, after a period of massive growth, the company sold itself to TD Bank in a stock transaction worth $8.5 billion — not a bad decade.
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Harvard Business Review
MAY 16, 2016
If innovation is a key strategic priority, does your organizational structure enable creative collaboration, risk-taking, and knowledge sharing? To maintain strategic alignment, a company’s people, culture, structure and processes have to flex and change as the strategy itself shifts. The fall can come quickly.
Harvard Business Review
MAY 14, 2014
Imagine you are the CEO of one of Britain’s oldest and possibly least innovative insurance companies, The Prudential. One of your better managers comes to you with the idea of setting up an internet bank. When Innovation Is Strategy. Should Big Companies Give Up on Innovation? Decision making Strategy'
Harvard Business Review
MAY 27, 2015
We see ourselves as risk-takers and innovators. Over the last six years the federal government funded more than 50 new regional innovation “clusters,” and across America new accelerators and entrepreneurship boot camps are proliferating. In fact, we know a lot about what works from observing this recent experimentation.
Harvard Business Review
NOVEMBER 6, 2017
Verizon would not have been able to so quickly and successfully change its strategy without being willing to question and overhaul traditional organizational structures. The Gap Between Strategy and Execution. Big strategies need local options. In short, encourage innovation, begin with execution, and name the strategy later.
Harvard Business Review
OCTOBER 30, 2017
Innovation at GE was on a roll. Since then Flannery has replaced Immelt’s vice chairs responsible for innovation. ” Instead of lean innovation programs, there is a mandate to cut $2 billion in expenses by the end of next year, lift profits, and raise the dividend. Then it wasn’t. Comstock is out.
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