Development Leadership Management Time to Market 
Engaging Leader
SEPTEMBER 15, 2014
It presents a method for leveraging a set of tools emerging from lean start-up, design thinking, and agile software development. Jeff is Professor of Strategy at Brigham Young University and Wharton.
Mills Scofield
DECEMBER 5, 2014
This guest post by Amir Golan , VP of Business Development at Signals , shows how important it is to look for the small signals and patterns in big data that are easily lost. While historically easier said than done, the work this company did to increase certainty and decrease risk in new product development is increasingly feasible.
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Strategy Driven
JUNE 29, 2016
How do organizations achieve longevity, the kind of longevity that survives long past the founder or any particular leader or leadership team? It is fashionable today to have management committees, at various organizational levels, working as teams. The most significant hurdle by far is resistance to change from within. Let me explain.
Your Voice of Encouragement
MAY 14, 2010
Unfortunately, multi-tasking has often been perceived as a characteristic of energetic, hard-working, and goal-driven workers; a necessity to get things done in a competitive, time-to-market world. We're beginning to see, however, that multi-tasking is not necessarily the ideal work style that it's been thought to be.
Harvard Business Review
DECEMBER 13, 2017
Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Self-management: Being a PM can be incredibly stressful. Company Fit.
Harvard Business Review
DECEMBER 19, 2016
CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Pursuing cost leadership versus differentiating for value. Manage costs — or add value? Leadership is changing — fast.
Harvard Business Review
MAY 22, 2018
The most common conversation I have these days with discouraged employees below senior management levels goes like this: “This company’s bureaucracy is killing me. I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late.
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