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Avivah Wittenberg-Cox on Gender, Generations, and the Workplace of Tomorrow

HR Digest

The 20-first brand came from the idea of moving from 20th-century thinking and practices to more future-oriented, 21st-century leadership responding to global realities. Understanding differences in order to anticipate and serve customer needs and develop the best talent from across the globe.

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What Google “Glassholes” Reveal About Managing Innovation

Harvard Business Review

But does it also risk being innovatively insulting, as well? But a larger global innovation insight here demands top management attention. Innovation increasingly blurs technical and marketing distinctions between “ lead users ” and “early adopters.” Your lead users or early adopters may be technically brilliant.

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3M's Sustainability Innovation Machine

Harvard Business Review

Paul, MN, headquarters of the perennial innovation leader, 3M. For good reason, the $30-billion company has long been held up as a role model of how to manage innovation. our new vision" of growth and innovation. The new CEO is making sustainability, growth, and innovation a powerful trifecta.

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How GE Built an Innovation Lab to Rapidly Prototype Appliances

Harvard Business Review

Many large companies yearn to rekindle the innovative magic of entrepreneurship, but very few actually succeed. The reasons have been well documented and include: Large, established companies answer to investors who value predictable, consistent financial results, and so are intolerant of the risks inherent in bold innovation.

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Why Nokia's Collapse Should Scare Apple

Harvard Business Review

In 1994, the dominant global provider of mobile handsets was Motorola: its shares were trading at an all-time high and it was seen as an outstanding innovator and even described by a senior consultant at A. In 2004, three years before the iPhone, it rejected a proposal to develop a Nokia online applications store.

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What BMW’s Corporate VC Offers That Regular Investors Can’t

Harvard Business Review

Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. Gregor and BMW faced a crucial question: “How can the BMW Group, as a company, co-innovate with startups?”

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How P&G and American Express Are Approaching AI

Harvard Business Review

And they have well-honed approaches for developing the requisite new skills in employees. He said that the most well-known expert system they developed was one that blended Folgers coffee (no longer a P&G brand). Their fundamentally sound innovation practices provide a foundation for evolution.