Eric Jacobson
NOVEMBER 4, 2014
Drawing on her vast experience as a venture capitalist, organizational design expert, and management consultant, Ardi argues that the future belongs to the Betas. Earlier in her career, she was an operating executive at R. The other, smaller and rarer, is decentralized, horizontal, and inclusive. Dana Ardi, Ph.D.
Eric Jacobson
JULY 22, 2014
Drawing on her vast experience as a venture capitalist, organizational design expert, and management consultant, Ardi argues that the future belongs to the Betas. Earlier in her career, she was an operating executive at R. The other, smaller and rarer, is decentralized, horizontal, and inclusive. Dana Ardi, Ph.D.
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Eric Jacobson
JANUARY 21, 2014
Drawing on her vast experience as a venture capitalist, organizational design expert, and management consultant, Ardi argues that the future belongs to the Betas. Earlier in her career, she was an operating executive at R. The other, smaller and rarer, is decentralized, horizontal, and inclusive. Dana Ardi, Ph.D.
Harvard Business Review
JULY 20, 2018
At one large European energy company we consulted with, no less than four separate corporate functions were supposed to be working on innovation—yet none of them was supporting critical needs at the business unit level. At Samsung, the other aspects of the innovation process are relatively well managed at the operating level.
Harvard Business Review
DECEMBER 10, 2010
Take this anecdote: Our innovation consultancy recently played host to a rather unusual job interview when a candidate came to us after selling his company, a premium brand of Cachaça (the Brazilian liquor). Pete Maulik is Chief Operating Officer and Head of Commercial Strategy at Fahrenheit 212 , an innovation consultancy based in New York.
Harvard Business Review
MARCH 2, 2018
While the three centers have quite different structures and operations, in our research and experience we found that they share six primary challenges: Establishing strategies for new project selection: Centers struggle to identify and rank problems, ideas or projects that will likely translate to positive health and system outcomes.
Strategy Driven
NOVEMBER 2, 2012
None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. Growth, defined as increasing revenues each year (rather than improving the quality of company operations).
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