Harvard Business Review
DECEMBER 19, 2016
One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer. CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Today, this tension is perilous for CEOs.
Harvard Business Review
OCTOBER 5, 2012
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. In sum, CEOs need a frugal innovation agenda.
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Harvard Business Review
OCTOBER 5, 2012
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. In sum, CEOs need a frugal innovation agenda.
Strategy Driven
JUNE 29, 2016
In fact, a team of researchers from the City University of Hong Kong found that while supplier involvement significantly increases the quality and reliability, time to market, and innovativeness of new products, customer involvement has only a minor influence on quality and reliability.
Harvard Business Review
MAY 22, 2018
Tens of thousands of agile teams have operated for decades without much awareness — let alone active support — from CEOs. About two-thirds of agile practitioners report higher team morale, increased productivity, greater ability to manage changing priorities, and faster time to market than they were experiencing before.
Harvard Business Review
JANUARY 25, 2011
The CEO nodded, the VPs agreed, the Directors were polished in their reviews. I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. The product managers looked at each other, then at their VP, and then, finally, to the CEO.
Harvard Business Review
MAY 4, 2018
GE famously implemented Lean methodologies throughout all of their divisions, helping reduce cycle time and better aligning their work with the customers’ needs, leading to then-CEO Jeff Immelt’s declaration that GE had transformed from a “classic conglomerate… to a 125-year-old startup.”
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