Harvard Business Review

MAY 4, 2018

In 2001, a new approach to technology development was created by a daring group of developers. Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. aleksandarvelasevic/Getty Images. Run more experiments.

Agility 8

Agility Development Organization Software 8

Strategy Driven

OCTOBER 7, 2019

Many companies have managed to gain an edge tapping into its transformative power. Here is how to use smart planning to make strides toward greater agility and market success. After all, change is the only constant thing in Agile project management and development. Make sure top management understands this.

Agility 35

Agility Planning Project Decentralization 35

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.

Meyer 100

Meyer Video Blog eBook 100

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.” Performing market assessments. Running design sprints. Company Fit.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JUNE 13, 2018

By Surya Panditi, GM, Agile Management, CA Technologies. Read more from CA Technologies: Using AI and Machine Learning for Agile Development and Portfolio Management. Do you have the flexibility and agility to capitalize on market opportunities when they arise? For example, do you know if your customers are happy?

Agility 8

Agility Metrics Technology Succession 8

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. Manage costs — or add value? Exploiting global opportunities versus managing risk. Pursuing cost leadership versus differentiating for value.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JUNE 28, 2016

Given their capabilities, these entrepreneurs take a “do-it-yourself” approach and develop software to support organizational needs. Instead, IBM opened the APIs to Watson (there are now about 35 of them, with more being created all the time) and allowed third parties to use them for cognitive service applications.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

MAY 7, 2018

Faster times to market, greater flexibility on the way there, and greater focus on the customer — common results of a successful lean implementation — are all positives. “The rigorous methodology serves as a framework we use to solve customer frictions and serve unmet needs to focus on real, in-market learnings.”

Innovation 11

Innovation Learning-by-Doing Execution Team 11

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Doing so will reduce the problems of brand dilution while ensuring greater market coverage.

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

JULY 8, 2016

The difference between displacement (outperforming existing market incumbents at their own game) and disruption (changing the game) is strategically important, no matter how similar the pain they cause is. Drucker Forum 2016: The Entrepreneurial Society. Displacement generally is easier to combat than disruption.

Business Model 10

Business Model Innovation Company Apparel 10

Harvard Business Review

DECEMBER 13, 2016

Although we had been a market leader for many years, our new products had been launched several months later than the competition — in fact, our time to market had doubled over the previous three years. If she spent even a few minutes chatting with her customer, her delivery times would suffer.

Project 8

Project How To Objective Efficiency 8

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 have formally researched management tools and techniques for 25 years. Develop personal, habitual agility. Develop team agility.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

Harvard Business Review

AUGUST 26, 2013

Cloud-based services are also now being bought directly by functions like HR and marketing, resulting in IT losing its control over technology purchase within the organization. They have changed their IT functions utilizing three related management interventions which, taken together, represent a fundamental re-invention of IT.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. Related Video.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

FEBRUARY 22, 2011

For example, the idea that market share leadership leads to cost leadership which creates defensible advantage is a dynamic argument. The extra dimension in a dynamic analysis is, of course, time. Managers have come a long way in the past 20 years toward appreciating its role in their strategies.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

JANUARY 25, 2011

I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. I knew that the new head of engineering and the head of product management had worked through a ton of issues to get to this review meeting prepared. Some long seconds passed.

CEO 15

CEO Engineering Consensus Innovation 15

Harvard Business Review

OCTOBER 18, 2016

How does your organization manage the money it spends on digital? In essence, digital investments should be planned and managed according to their current and future contribution to business performance. The portfolio tool can be used as a common frame of reference in management discussions about a number of areas.

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

MARCH 5, 2014

How do you identify, blend, develop, train and coach a mix of talents into wholes measurably greater than the sum of their parts? George Karl, the 7th coach in NBA history to reach 1000 wins, similarly stressed the need for serious coaches and general managers to quantify “teamness.”

Team 8

Team Sports Franchising Conference 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Doing so will reduce the problems of brand dilution while ensuring greater market coverage.

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

DECEMBER 23, 2015

As I’ve worked with companies for 30 years, I’ve observed a recurring management vice I’ve called “faux-hesion”… the institutionalized pretense of unity. “Speed” suddenly becomes a value when time to market cycles are industry lagging.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

SEPTEMBER 14, 2011

Chirotech specializes in biocatalysis and chemocatalysis, two important subspecialties of biotechnology and chemistry that help develop key biological and chemical intermediates needed for the efficient production of medicines. It is commonly believed that emerging market companies tap Western R&D talent in order to 'move up the value chain.'

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

Harvard Business Review

JANUARY 29, 2015

It made a massive investment (more than $1 billion) to build a software “ Center of Excellence ” in San Ramon, California to manage the data explosion created by the increasing intelligence of its industrial machines. Melody Ivory , a User Experience Product Manager, told me, “I was about employee number 30 in February 2012.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

OCTOBER 8, 2013

And because it focuses on acute episodes, REBP acts as a necessary complement to payment and care-delivery models designed to improve prevention and chronic-care management. We have consistently observed that some providers deliver the same or better clinical outcomes at dramatically lower costs than other providers in the same market.

Health Care 8

Health Care Cost Analysis Competitive Advantage 8

Harvard Business Review

JUNE 17, 2015

This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. How well do you know your customers?

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

JULY 27, 2017

To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. Top startups already have market leading solutions. The prevalent model of startup cooperation in recent years has been corporate venture capital and accelerators (CVC&A).

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

MAY 23, 2016

But to get beyond the hype, managers need to understand some underlying challenges and paradigm shifts. This is often overlooked by managers, but it is a big deal. Of course, software developers have long since figured out how to export data from one application to another.

Supply Chain 10

Supply Chain Engineering System Efficiency 10

Harvard Business Review

AUGUST 9, 2013

To date, the trend has been associated with fairly standard products, such as customer relationship management software, web servers, or SQL databases, but the theory of the innovator''s dilemma suggests that it will most likely move up the stack in the future. IT management Information & technology Technology' It''s C-Suite Problem.

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

MAY 29, 2017

“Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting. An organization would be far better off not having any stated values than to develop them only to misuse them. “Transparency” becomes a value when there’s been a cover up.

Bottom-up 10

Bottom-up Competitive Advantage Organization Workshop 10

Harvard Business Review

MAY 2, 2016

You have to understand these fundamentals to craft trade-policy prescriptions — which, by the way, I think the free trade agreements largely do: A thick supplier market. Manufacturers want to be close to their suppliers, because this can speed time to market and minimize the risk of disruptions. Nearness to market.

Supply Chain 8

Supply Chain Globalization Cost Efficiency 8