Harvard Business Review
SEPTEMBER 6, 2017
The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. Digital transformation, the industrial internet, advanced analytics, artificial intelligence, robotics, machine learning, and a plethora of other innovations are fundamentally changing the nature of work.
Harvard Business Review
OCTOBER 10, 2017
Tactical performance is how effectively your organization sticks to its strategy. Similarly, when Starbucks baristas make your latte the same way across cafés, or when a software engineer delivers the expected features each sprint, you are witnessing tactical performance. But there are two types that are important for success.
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Harvard Business Review
NOVEMBER 29, 2011
In her underappreciated book, The Innovation Killer , Cynthia Barton Rabe, a former innovation strategist at Intel, explains how "what we know limits what we can imagine." The term it used to describe its strategy was "retailtainment" — making it fun for customers to do business in an industry that was devoid of personality.
Harvard Business Review
APRIL 13, 2016
As United Rentals, the largest equipment rentals company, shifted its strategy to focus more on national customer accounts, it faced a huge forgetting challenge; branch managers needed to forget the fiefdom mentality. Above all, don’t ignore this challenge as you try to innovate your way to a new model.
Harvard Business Review
FEBRUARY 1, 2011
My last post talked about how a little-known company , Grace Manufacturing, took a flexible and opportunistic approach to its strategy when its core business faltered. As it turns out, even Honda's larger bikes were not robust enough for American riders and they started having engine failures. continued to hit the streets.
Harvard Business Review
JANUARY 7, 2014
This month he’s publishing his second book based on the interviews: “Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation.” He talked with HBR about why a company’s culture is more important than its strategy — and some of the innovative tactics that CEOs have used to help create a high-performing culture.
Harvard Business Review
MAY 14, 2014
Imagine you are the CEO of one of Britain’s oldest and possibly least innovative insurance companies, The Prudential. Or you are a supervisory board member of Mannesmann, a solid German engineering company, and your executive team suggests that the company bid for a mobile telephone license. When Innovation Is Strategy.
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