Harvard Business Review
JUNE 25, 2015
This is not a CTO role or a role that reports to the CEO. The CE is responsible for developing new business models and value propositions for the company’s future growth. You must develop a new process that measures whether you’re making progress in building new businesses. What are your responsibilities?
Harvard Business Review
AUGUST 16, 2013
P&G''s Connect and Develop ) to increase velocity and quality of their new product introductions, the IT infrastructure support for this business process change is critical. A new component of the IT function must be developed to support this category of work: the Distributed Innovation Group (DIG). IT Doesn''t Matter (to CEOs).
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Harvard Business Review
AUGUST 21, 2013
In a previous post , I described the shift in roles as ING, the Netherlands bank, moves from a traditional method of developing new systems in major steps — with design documents and functional specifications thrown over the wall — to making quick, small changes to systems (using "Agile Scrum"). IT Doesn''t Matter (to CEOs).
Harvard Business Review
JUNE 17, 2015
Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. Over time, teams adopted an even more aggressive approach to software development called “ continuous delivery , ” a highly automated method that enables them to make many small changes per day.
Harvard Business Review
MAY 17, 2012
In July 1999, I left a law firm for a business development role at a startup with a strange name — Akamai Technologies. Our co-founder and CTO, Danny Lewin, had suddenly turned from a struggling graduate student to a staggeringly wealthy man. I had a front row seat to one of the most successful IPO's of the dot-com boom.
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