Harvard Business Review
JUNE 16, 2015
And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.”
Harvard Business Review
FEBRUARY 3, 2011
As promised , I asked Bruce Brown , P&G's CTO, one of the questions readers submitted last week: "As you look forward into the future what do you see as P&G's largest challenges, as seen through your eyes as CTO?" That's how Deb Henretta , the head of P&G's Asia business, described how she thought about approaching Asian markets.
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Harvard Business Review
MARCH 26, 2012
Western multinationals — especially the most successful ones — consistently struggle to achieve their growth targets in emerging markets. Because they try to repeat their past success formulas — the ones that work so well for them in developed markets. It is impossible to earn healthy profits in emerging markets.
Harvard Business Review
APRIL 23, 2012
Imagine slashed budgets, a hiring freeze, a tough competitive landscape, and unreasonable time constraints (or perhaps you don't have to imagine this state). Boards that look more like their target market have a better understanding of their target market. You'd have to make the most of what you do have.
Harvard Business Review
DECEMBER 13, 2017
Performing market assessments. Managing tight deadlines, revenue targets, market demands, prioritization conflicts, and resource constraints all at once is not for the faint of heart. So, what should you consider if you’re thinking of pursuing a PM role? Running design sprints. Feature prioritization and roadmap planning.
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