Harvard Business Review

JUNE 13, 2018

But, what about the application of AI and ML to agile development, testing and even portfolio management? For nearly two decades, many companies have utilized the principles within the Agile Manifesto to deliver faster time-to-market than traditional, or linear development models. Focus on Outcomes, not Metrics.

Agility 9

Agility Technology Development Content 9

Strategy Driven

OCTOBER 7, 2019

After all, change is the only constant thing in Agile project management and development. What is more, try to make your business strategies and plans less rigid. That’s the way to improve your time-to-market without compromising on product quality. Account for continuous change in your strategies.

Agility 34

Agility Planning Project Decentralization 34

Harvard Business Review

DECEMBER 19, 2016

Strategy, after all, is about tradeoffs — choosing where to focus. When confronted with disruptive technologies, many companies fail to align digital strategies with their core strategies. One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer.

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. No strategy is static. It has several key benefits: Speeds time-to-market. APIs and platforms reduces the time-to-market for products and services. Insight Center.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

FEBRUARY 22, 2011

The best business strategies assume the world is dynamic, not static. For example, the idea that market share leadership leads to cost leadership which creates defensible advantage is a dynamic argument. 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 5, 2012

CEOs should encourage R&D teams to move away from pursuing over-engineered "perfect products" — which today's thrifty customers find too expensive, hard to use, and eco-unfriendly — and focus instead on developing "good enough" solutions. By "good enough," we don't mean stripped-down versions of existing high-end products.

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

MAY 22, 2018

Sponsored by Accenture Strategy. About two-thirds of agile practitioners report higher team morale, increased productivity, greater ability to manage changing priorities, and faster time to market than they were experiencing before. Develop personal, habitual agility. Develop team agility. Insight Center.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

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.

Business Model 10

Business Model Innovation Company Apparel 10

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

JULY 11, 2011

A lot of business literature advocates teaming up wherever possible to open the doors to new ideas, draw on the unique strengths of others, and speed time to market. The firm has developed a sensing system that captures light hitting the camera from a variety of angles, not just what strikes a plane set behind a small aperture.

Contract Manufacturing 11

Contract Manufacturing Licensing Retail Innovation 11

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

AUGUST 9, 2013

At the same time, the trend also heightens the expectations of CIOs'' internal customers to deliver better solutions at greater speed. A second accelerant of IT delivery is the iterative software development philosophy known as "agile development." Move Beyond Enterprise IT to an API Strategy. It''s C-Suite Problem.

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

OCTOBER 5, 2012

CEOs should encourage R&D teams to move away from pursuing over-engineered "perfect products" — which today's thrifty customers find too expensive, hard to use, and eco-unfriendly — and focus instead on developing "good enough" solutions. By "good enough," we don't mean stripped-down versions of existing high-end products.

CEO 8

CEO Innovation Restructuring Incentives 8

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

AUGUST 26, 2013

Requirements and specifications are more flexible and developed within cross functional teams with constantly evolving business needs. Service delivery is marked by a ''good enough'' approach to error tolerance, relying more on rapid iterations and short cycle times. They drive innovation and speed up time to market.

CIO 8

CIO CTO Operations Technology 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

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

JUNE 13, 2018

Read more from CA Technologies: Using AI and Machine Learning for Agile Development and Portfolio Management. For years, agile teams and organizations have measured success using process metrics – time to market, team throughput and cycle times, improved quality, and better predictability of output.

Agility 8

Agility Metrics Technology Succession 8

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. Sponsored by Accenture Strategy. New ways of thinking about opportunities must be developed by the board as a team. Ask the right questions.

Innovation 12

Innovation Learning-by-Doing Execution Team 12

Harvard Business Review

DECEMBER 23, 2015

Declaring big targets in lieu of having a real strategy. The single most unifying factor of an organization is a widely known, enthusiastically embraced strategy. If you go around the room and ask members of the executive team “What’s our strategy?” ” you’ll likely get many different answers.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

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. Capacity, not strategy, was determining which projects launched and when. If not, it stalled or was killed.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

OCTOBER 8, 2013

Today, payers and providers are using a range of strategies to accomplish this goal, including patient-centered medical homes , value-based contracting , and accountable care organizations (ACOs). Second, payers will need to develop greater technical sophistication to ensure fairness (e.g., We applaud this trend. How Does REPB Work?

Health Care 8

Health Care Cost Analysis Competitive Advantage 8

Harvard Business Review

OCTOBER 20, 2011

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. More products at more pricepoints" is their name for this strategy. Looking at Apple, you'd conclude it had been using this equation for a long time.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12