Great Leadership By Dan

AUGUST 24, 2017

If too much emphasis is placed on strategy compared with execution by the leadership, then it leads to lower levels of performance because they become occupied with crafting it rather than executing it. Building engagement also requires empowering people to change/innovate their work processes.

Execution 211

Execution Strategy Kleiner Norton 211

Eric Jacobson

MARCH 25, 2021

The Leader : Rejects traditional structures, seeks inspirational role models, tests leadership ideas. Jonathan’s network was more about innovation. We started writing weekly stories about emerging entrepreneurs for our innovation hub, SmartUp.life. This variety of types is key to startup success.

Entrepreneur 65

Entrepreneur Self-aware Storytelling Early Adopters 65

Eric Jacobson

NOVEMBER 30, 2020

The Leader : Rejects traditional structures, seeks inspirational role models, tests leadership ideas. Jonathan’s network was more about innovation. We started writing weekly stories about emerging entrepreneurs for our innovation hub, SmartUp.life. This variety of types is key to startup success.

Entrepreneur 65

Entrepreneur Self-aware Storytelling Early Adopters 65

Lead on Purpose

JULY 29, 2009

However, five weeks ago I purchased an iPhone 3GS (granted, I’m not an early adopter) and the experience has been phenomenal. It really is an innovative UX. In only a few short weeks I have come to depend on its functionality for my work in product management and product marketing. Thank you for your questions.

Early Adopters 154

Early Adopters Productivity Products Marketing 154

Great Leadership By Dan

JANUARY 26, 2012

A = Adapt – How about adapting the successful drive-through services that the fast food companies offer to the fast-casual market? This will appeal to both early adopters (who can spread the word) and customers not being served by current DVD rental businesses. See what happened there?

Incubator 238

Incubator Early Adopters Business Model Quality 238

Harvard Business Review

MAY 15, 2012

Paul, MN, headquarters of the perennial innovation leader, 3M. For good reason, the $30-billion company has long been held up as a role model of how to manage innovation. 3M's sustainability leadership has come mainly from its eco-efficiency success, but these practices are increasingly the norm in business.

Innovation 11

Innovation Early Adopters Energy Efficiency 11

Harvard Business Review

APRIL 21, 2014

That’s the difference between authority and leadership. In 2005, John Antioco was the eminently successful CEO of Blockbuster, the 800-pound gorilla of the video rental industry. And that’s why change always requires leadership rather than authority. Change management Getting buy-in Leadership'

Leadership 14

Leadership Early Adopters Video Short-term 14

Harvard Business Review

AUGUST 11, 2017

In phase 3, successful portfolio transformations require financial discipline that is not an event, but a pattern; strategic clarity that is not a direction, but a commitment; operational excellence that is not a tool, but a mindset. Evaluating leadership capital has always been a critical component of due diligence for deal teams.

Due Diligence 8

Due Diligence Leadership Early Adopters Incubator 8

Harvard Business Review

JULY 18, 2014

A team creates a groundbreaking new innovation only to see it mired in internal debates. When it is eventually launched in the market, there is an initial flurry of sales to early adopters, but then sales cycles become sluggish. But when it comes to innovation, the truth is often “I’ll see it when I believe it.”

Productivity 11

Productivity Products Software Innovation 11

Harvard Business Review

JULY 27, 2017

Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. Gregor and BMW faced a crucial question: “How can the BMW Group, as a company, co-innovate with startups?”

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

NOVEMBER 23, 2016

Today, innovations in digitization and robotization are quickly laying the foundation for another disruptive corporate transformation. As always with technology adoption, there is an S-curve, already being scribbled by early adopters; when the inflection point is reached, expect sudden acceleration.

Early Adopters 8

Early Adopters Short-term Long-term Compliance 8

Harvard Business Review

AUGUST 28, 2017

And AI success stories are becoming more numerous and diverse, from Amazon reaping operational efficiencies using its AI-powered Kiva warehouse robots, to GE keeping its industrial equipment running by leveraging AI for predictive maintenance. While investment in AI is heating up, corporate adoption of AI technologies is still lagging.

Survey 9

Survey Execution First-mover Advantage Technology 9

Harvard Business Review

SEPTEMBER 26, 2013

To foster a common sense of urgency, every member of our leadership team was provided a copy of John Kotter’s “ Our Iceberg is Melting.” Healthcare institutions began to experiment with lean in the early 2000s, and some emergency departments were among the early adopters. Leading Health Care Innovation.

Health Care 8

Health Care Ishikawa Lean Manufacturing Early Adopters 8

Harvard Business Review

APRIL 15, 2013

Innovative digital marketing approaches in social media, CRM, and other areas dominate the discussion. But I would suggest that there is something more fundamental happening behind the numbers; something lurking in the very nature of digital marketing and what it asks of leadership and what it means for accountability. The Digital CMO.

CIO 8

CIO Marketing CRM Information Technology 8

LDRLB

APRIL 7, 2014

DAVID: And the book in that aim is the latest culmination of that goal, Ready to Be a Thought Leader: How to Increase Your Influence, Impact, and Success. We have Denise Brosseau, founder of the Thought Leadership Lab here on LDRLB. Thought leadership does not happen overnight. DENISE: (laughs).

Open-book 74

Open-book Influence Books Entrepreneur 74

Harvard Business Review

OCTOBER 5, 2016

Even the most sophisticated psychometrics and people analytics have yet to make leadership development more science than art. When entrepreneurs, innovators, and executives describe the kind of leaders they want to be and/or hire, an unhappy truth invariably emerges: The attributes they so admire often aren’t the behaviors they display.

Examples 10

Examples Charisma Self-aware Mission Statement 10

Harvard Business Review

SEPTEMBER 21, 2012

Embracing a new behavior typically follows a diffusion curve — early adopters, safe followers, late-comers. Get a few early adopters to adopt a behavior, then find and convince the influencers, and then sit back and watch as it goes viral (hopefully). Why don't we see more successful change in organizations?

Early Adopters 16

Early Adopters Incentives Follow-up Comparison 16

Harvard Business Review

JULY 12, 2017

They have deep resources for innovation with the ability to accelerate the penetration and adoption of digital products. Innovation and change. They are leaders in driving innovation, building on their existing advantages in efficient and effective ways. Digital technologies are poised to change the future of work.

Innovation 8

Innovation Policies Technology Politics 8

Harvard Business Review

DECEMBER 2, 2010

Its success will depend on the ability to create a market for the idea. As a result, it's extremely difficult to sell innovation to this consumer. The imperative is simple: find the early adopters, embrace them, adore them, support them, don't go away, don't let them down. It puts the edge much further away.

Marketing 14

Marketing Mass Marketing Early Adopters Venture Capitalist 14

ExactHire - Leadership

MARCH 8, 2017

As Patrick Lencioni details in this Harvard Business Review article , aspirational values may be necessary for the company’s eventual success, but are not representative of the traits that the company can honestly claim today. They should avoid one-word overused “no duh” adjectives like “innovation” or “integrity.”

Process 52

Process Groupthink Company Document 52

Harvard Business Review

DECEMBER 14, 2015

I’d like to discuss three BIDMC big-data applications that required both technical expertise and leadership — and that have helped our patients, including my family and me. To launch I2B2, the leaders of that effort assembled a coalition of senior IT people, throughout Harvard’s hospitals, who became early adopters.

Health Care 8

Health Care Chief Information Officer Committee Early Adopters 8