Leading Blog

MAY 18, 2018

Most important, they learned the culture of business, how big companies did or did not do a good job of serving their customers, and their customers’ continuously changing needs. When you begin everything changes. Innovators are curious and have a voracious appetite for learning. Building a company takes time. The reason?

Planning 160

Planning Entrepreneur Franchising Learning-by-Doing 160

LDRLB

OCTOBER 1, 2012

CEOs that understand and appreciate the notion are intensely passionate about innovation as the means to this end. They spearhead innovation by ensuring their organization’s cultural norm is continuous change and creativity. Innovation starts with insight and progresses through disruptive hypotheses.

CEO 151

CEO Competitive Advantage Business Model Innovation 151

Harvard Business Review

OCTOBER 26, 2017

If a new personnel policy needs to be carried out, that’s change management. If the erosion of a market requires a new business model, that’s change management. Productivity improved? New products developed? Change management. Each innovation brings lessons that inform ongoing operations.

Management 8

Management Kaplan Short-term Innovation 8

Harvard Business Review

JULY 19, 2017

Those that successfully harvest vast troves of data can improve productivity; make faster and more accurate decisions; reduce costs; increase competitive advantage; discover new business models and innovations; and better engage customers, employees, and partners. Embracing Digital Change Requires a Clear Strategic Focus.

Technology 8

Technology Content Market Segmentation Business Model 8

Harvard Business Review

JUNE 18, 2015

The Future of Operations. Their structure emerged and continues to evolve without any blueprint or architectural integrity. Processes are bolted on in response to new products and services. This will inevitably have a significant impact on operations. Insight Center. Sponsored by GE Corporate.

System 8

System Enterprise Architecture Agility Operations 8

Harvard Business Review

JUNE 10, 2011

An executive in the company's finance operations adopted a Six Sigma belt-driven approach to reduce costs in the company's global shared service centers. A senior operations leader I spoke to was skeptical that the quoted financial savings from Six Sigma projects, while valid, were having long-term effects on their cost structure.

Six Sigma 15

Six Sigma Bottom-up Cost Project 15

In the CEO Afterlife

SEPTEMBER 24, 2012

CEOs that understand and appreciate the notion are intensely passionate about innovation as the means to this end. They spearhead innovation by ensuring their organization’s cultural norm is continuous change and creativity. Innovation starts with insight and progresses through disruptive hypotheses.

CEO 207

CEO Chief Executive Officer Business Model Competitive Advantage 207