Harvard Business Review

MAY 13, 2014

That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups. Product development: g etting closer to customers and moving faster.

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Harvard Business Review

JANUARY 23, 2017

And just like software engineers who hold code in their head or a law firm partner who controls critical client relationships, the Dana-Farber scientists hold a credible threat of walking out the door with their IP and grant-winning prowess. The organizational stars have tremendous autonomy over key work decisions.

Payback Period 8

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Harvard Business Review

JUNE 8, 2018

Business students have traditionally considered net present value, payback period, and hurdle rates as necessary tools to determine which project to select. Digital companies, however, consider scientists’ and software workers’ and product development teams’ time to be the company’s most valuable resource.

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