Harvard Business Review

MAY 28, 2015

Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Why are older incumbent firms slow to adopt new technologies even when the economic or strategic benefits are clear?

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

MARCH 2, 2012

Given the hypercompetitive nature of global manufacturing, it wouldn't take much to kill this momentum and put the U.S. Production lines don't look much the way they used to. Robots and computer-operated tools are everywhere. back to where it was a couple of years ago. In other words, they need a world-class workforce.

Hypercompetition 12

Hypercompetition Human Capital Short-term Globalization 12

Harvard Business Review

MAY 13, 2013

And for many people, the ability to do that is increasingly under assault , as daily rhythms are disrupted by the changing nature of work and always-on technology. Getting sufficient sleep is a need that every human on the planet shares. You''d have the advantage of a solid and accumulating knowledge base regarding what works.

Hypercompetition 8

Hypercompetition Influence Bottom-up Open-book 8

Harvard Business Review

FEBRUARY 16, 2011

In Enronia, companies would tend to produce mediocre products and services, if not downright self-destructive, harmful ones. You know how your mobile operator manages to slyly slide hidden costs past you — and the service you get is patchy and unpredictable? Let's call it Enronia, for short. Innovation atrophy. Think again.

Incentives 15

Incentives GDP Hypercompetition Self-aware 15

Harvard Business Review

DECEMBER 20, 2016

And this is not just the superconsumers outside your organization who are passionate about your products and services. And they’re sure to have great ideas about how to improve your products and business. That’s why it’s imperative to ensure your strategy deeply resonates with your organizational culture.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

MAY 8, 2017

How successful has the company been at creating new products, services, and business models? That vision prompted Danone to divest product lines such as biscuits and beer while broadening its core dairy franchise. The team began by identifying 57 companies that have made substantial progress toward transformation. Core r epositioning.

Franchising 15

Franchising CEO Business Model Strategy 15