CEO Blog
APRIL 27, 2014
The biggest innovation that I add to the process is to not only ask the 5 Why''s but to add the How question. EG - in analyzing a shipping line, the 5 why''s might determine that only 1,000 parcels per hour can be shipped per hour. Sometimes a process looks cumbersome but no immediate solution is derived.
N2Growth Blog
APRIL 9, 2010
Whether it is aesthetic, functional, creative, process, innovative, intellectual, technical or applicational…design matters. The iPod pioneered innovative design in the mp3 player vertical with great technical design, outstanding functional design, and is in a class by itself with regard to aesthetic design. I Think Not.
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N2Growth Blog
NOVEMBER 19, 2010
However I believe the more important emotional trait for CEOs and entrepreneurs to gain mastery over is what I call EC or emotional control. Great CEOs lead by example…they set the tone for others in the organization by demonstrating proactive, rational, logical and balanced thinking as opposed reactionary emotional thinking.
Rajesh Setty
FEBRUARY 1, 2012
Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.” Only unbridled passion for the concept is likely to see you through the 17-hour days (month after month) and the painful mistakes that are part and parcel of the start-up process.
Rajesh Setty
FEBRUARY 1, 2012
Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.” Only unbridled passion for the concept is likely to see you through the 17-hour days (month after month) and the painful mistakes that are part and parcel of the start-up process.
Harvard Business Review
JANUARY 8, 2015
The chart may appear to show merely that Cisco’s patent filings lagged its R&D spending by three years, but in fact the decline in spending and the rise in patents were part and parcel of a deliberate strategic shift by the company in 2001. So what was going on?
Harvard Business Review
JANUARY 14, 2014
When Dan Akerson became CEO in 2010, he brought a bit of daylight into the hallowed halls, breaking down siloes to urge collaboration between departments that had long stopped talking to each other — engineering and parts buyers, product development and purchasing, to name some especially critical relationships. They play well as a team.
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