The Horizons Tracker

AUGUST 4, 2022

A recent report from Forrester is interesting, therefore, as it highlights so-called skill clusters around Europe where cities and regions specialize in particularly valuable skillsets. “Dispersed skill clusters across Europe’s cities and regions mean. ” Skills clusters.

Skills 94

Skills Forrester Long-term Talent Management 94

Harvard Business Review

MARCH 25, 2013

That's "exactly opposite of what the vast majority of executives today would do," writes Jeffrey Phillips in the blog Innovate on Purpose. We are simply too busy to innovate, and what's worse, we seem to enjoy the busyness over the contemplation necessary for innovation. Seriously, Governments Should Be Playful (Forrester).

Innovation 22

Innovation Forrester CIO Self-aware 22

Harvard Business Review

JUNE 27, 2013

"Innovation" has become a buzzword in the customer experience field. In a recent Forrester survey of 100 customer experience professionals, nearly half of respondents said that their executive team''s strategy for customer experience is market differentiation. Sixty-four percent have allocated time to innovation activities.

Innovation 8

Innovation Forrester Business Model Long-term 8

Harvard Business Review

MARCH 25, 2013

That's "exactly opposite of what the vast majority of executives today would do," writes Jeffrey Phillips in the blog Innovate on Purpose. We are simply too busy to innovate, and what's worse, we seem to enjoy the busyness over the contemplation necessary for innovation. Seriously, Governments Should Be Playful (Forrester).

Innovation 8

Innovation Forrester CIO Self-aware 8

Skip Prichard

JULY 19, 2021

The term “paradigm shift” is a well-worn term. That boss was Admiral Forrest Faison, and he was Commander, Navy Medicine West (NMW). Overlooking this practice results in missed opportunities to foster and encourage motivation, creativity, and innovation. Everything seems to be changing. Be proactive.

Leadership 133

Leadership Crisis Learning-by-Doing Team 133

Harvard Business Review

AUGUST 9, 2011

More and more, as I talk with companies about their next big product innovation, they can't get far-flung ideas out of their mind. They prevaricate while smaller, more proximal innovations, more likely to succeed rapidly, languish unattended. That's the kind of urgency and immediacy that innovating the adjacent possible leads to.

Forrester 13

Forrester Innovation Long-term Insurance 13