Harvard Business Review

DECEMBER 19, 2016

CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. Decision making in today’s organizations often no longer has the necessary responsiveness, detaching them from both their customer base and market realities.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

AUGUST 20, 2018

And if their initial guesses were wrong, they needed a process that would permit them to change early on in the product development process when the cost of changes were small — the famed “pivot.” Startups now had tools that sped up the search for customers, reduced time to market, and slashed the cost of development.

IPO 8

IPO First-mover Advantage Business Model Agility 8

Harvard Business Review

JULY 8, 2016

Haier’s organizational reinventions allow it to accelerate the time to market for its Tianzun advanced household heater/air conditioner/air purifier — a potentially disruptive advantage in what is a slow-moving industry. Again, this is true disruption (although not particularly successful outside of China so far).

Business Model 10

Business Model Innovation Company Apparel 10

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. You can't run your global R&D operations from headquarters in Mumbai. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

JANUARY 29, 2015

Key selection criteria included experience in innovative software and service (versus product) development, and an ability to manage a start-up in a very large, complex company. Bill and his team set out to develop a system that could bring all GE machines onto one efficient cloud -connected platform. Bill Ruh was selected in 2011.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

FEBRUARY 22, 2011

It was in 1990 that George Stalk and Tom Hout of BCG published Competing Against Time , pointing out that time was an unexploited aspect of competitiveness. Out of their work came a new business focus on "time to market" and "cycle time."

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

DECEMBER 13, 2017

There are core competencies that every PM must have – many of which can start in the classroom – but most are developed with experience and good role models and mentoring. If the best PMs have well developed core competencies and a high EQ, does that mean that they are then destined for success no matter where they work?

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JULY 27, 2017

Third, corporate VCs and accelerators are costly and complex to operate, turning them into a slow and expensive innovation tool. Only around 20% of technologies funded by CVC&A grab enough attention of business units to start co-innovation pilot projects with portfolio startups.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

MAY 14, 2015

As a practitioner of a design-led form of product development, and in my own research and writing about an empathetic approach to product design, I’m overtly critical of the Lean manifesto. Lean proposes a “test and measure” process of product development. But what is lost? Leverage A/B testing to compare variations.

Productivity 8

Productivity Products Reis Definition 8

Harvard Business Review

MAY 23, 2016

Operations in a Connected World. In the future vision where the factory only produces a product when there is customer demand or an operation is only performed when there is a “data” signal, we shift to a different paradigm: event-triggered control. Insight Center. Sponsored by Accenture.

Supply Chain 10

Supply Chain Engineering System Efficiency 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. Prioritization at a strategic and operational level is often the difference between success and failure.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

NOVEMBER 27, 2013

This shift is being brought about by three developments. Second, rising labor costs and stronger currency are reducing the appeal of high-volume Chinese manufacturing, and nudging more companies to move operations closer to their headquarters or their customers. Design Manufacturing Product development'

Offshoring 8

Offshoring Productivity Products Competitive Advantage 8

Harvard Business Review

OCTOBER 20, 2011

That only makes sense if you are operating in a state of equilibrium—which might have been close enough to the truth in some sepia-toned time. And third, the battleground of competitiveness now goes beyond time to market, to include the frequency with which a firm brings valuable innovations to market.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

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. bound panels to Malaysia.

Supply Chain 8

Supply Chain Globalization Cost Efficiency 8