Harvard Business Review

OCTOBER 5, 2012

In sum, CEOs need a frugal innovation agenda. Frugal innovation is the ability to innovate cost-effectively and sustainably under severe resource constraints. Carlos Ghosn isn't the only CEO spearheading the frugal innovation revolution. These visionary CEOs aren't caving in to Wall Street's demands for short-term gains.

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

JULY 8, 2016

The difference between displacement (outperforming existing market incumbents at their own game) and disruption (changing the game) is strategically important, no matter how similar the pain they cause is. Displacement generally is easier to combat than disruption. This presents Western companies with a fresh challenge.

Business Model 10

Business Model Innovation Company Apparel 10

Harvard Business Review

SEPTEMBER 14, 2011

Dr Reddy's plan is to leverage Chirotech's scientific capabilities to optimize drug development processes, thus lowering manufacturing costs and speeding time-to-market. In recent years, Indian firms such as Dr Reddy's have also started globalizing their R&D footprint by moving into Western markets.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

OCTOBER 5, 2012

In sum, CEOs need a frugal innovation agenda. Frugal innovation is the ability to innovate cost-effectively and sustainably under severe resource constraints. Carlos Ghosn isn't the only CEO spearheading the frugal innovation revolution. These visionary CEOs aren't caving in to Wall Street's demands for short-term gains.

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

MARCH 18, 2013

Analogous solutions are extremely beneficial to businesses because they reduce time to market, and they can get stalled projects moving again. But for a long time they weren't easy to find. Since innovative solutions are built upon what people tend to overlook (i.e., But we've only scratched the surface.

Software 8

Software Innovation Sharpe Efficiency 8

Harvard Business Review

MAY 22, 2018

This might have worked in the past when markets moved incrementally. But in a global business environment that is changing exponentially , the market moves too quickly. What makes this a quest is that there is likely no product currently on the market or no existing demand from consumers. Too much is simply unpredictable.

Organization 10

Organization Company Venture Capitalist B2B 10

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Even in the most commoditized markets, winning players need to create value by adding small slivers of differentiated services, logistics, quality and reliability.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JUNE 13, 2018

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. We’re all striving to deliver better products faster to meet customer needs in the marketplace and stay ahead of the competition.

Agility 9

Agility Technology Development Content 9

Harvard Business Review

JUNE 28, 2016

Over the last 15 years, Internet giants have built platforms or utilities on top of the Internet that make innovation easier and faster. The trick for entrepreneurs and digital innovators, then, is to use a bricolage strategy to obtain modern digital infrastructure and tools to transform existing businesses or conceive and build new ones.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

Harvard Business Review

JULY 27, 2017

Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

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 photography market is highly competitive, populated by famous brand names, and dominated by powerful sales channels.

Contract Manufacturing 11

Contract Manufacturing Licensing Retail Innovation 11

Harvard Business Review

MAY 22, 2018

Believe it or not, bureaucracy was once a progressive innovation. But agile innovation teams work better than current approaches, and agile principles hold that making immediate progress beats waiting for perfect solutions before starting out. Still, that frustration is a natural part of agile innovation.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

Harvard Business Review

MAY 4, 2018

While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

JANUARY 25, 2011

I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. And then this small voice, untraceable for a moment because it was so small, started to explain how this plan would put the company in 2nd place in almost every aspect of innovation or time to market.

CEO 16

CEO Engineering Consensus Innovation 16

Harvard Business Review

FEBRUARY 22, 2011

For example, the idea that market share leadership leads to cost leadership which creates defensible advantage is a dynamic argument. It was in 1990 that George Stalk and Tom Hout of BCG published Competing Against Time , pointing out that time was an unexploited aspect of competitiveness. But that's no longer the challenge.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

AUGUST 26, 2013

Technology innovation is not slowing down or leveling off, but ramping up — and businesses will soon face a barrage of new digital possibilities. There is no time for complacency. 57% of digital leaders use both marketing and IT as primary drivers of digital governance. They drive innovation and speed up time to market.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

MARCH 5, 2014

While sports and election stats guru Nate Silver—who decamped from The New York Times to ESPN —observed that quantifying chemistry in more team-oriented sports such as basketball and football matters far more than in more individualized performance sports such as baseball.

Team 8

Team Sports Franchising Conference 8

Harvard Business Review

AUGUST 9, 2013

When it comes to innovation in industries with strategically narrow windows of opportunities, speed is everything. This quickening pace — what academics and journalists have called innovation on steroids — is beginning to reach IT departments. Innovations were virtually prevented by stifling complexity.

Technology 8

Technology CIO Agility Software 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. A design studio is geared for collaboration and innovation work with customers and partners. And the market for software talent was hot hot hot.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

MAY 14, 2015

The buds of innovation are fragile, and are easily squashed by critique or a view of the competitive market environment. While many startups fail because of poor execution, I would argue that the majority fail because their product has no market. First, it’s easy to talk yourself out of a good idea.

Productivity 8

Productivity Products Reis Definition 8

Harvard Business Review

DECEMBER 13, 2017

Performing market assessments. Managing tight deadlines, revenue targets, market demands, prioritization conflicts, and resource constraints all at once is not for the faint of heart. So, what should you consider if you’re thinking of pursuing a PM role? Running design sprints. Feature prioritization and roadmap planning.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

OCTOBER 18, 2016

For each investment category, the generic critical success factors of time , cost , and quality will be different, requiring trade-offs to be made. Over time, the contents of the portfolio will change, and for any organization, the contents of segments of the portfolio will be influenced by a variety of internal and external factors.

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

MAY 7, 2018

A lean startup approach, we are told, can empower big companies to innovate rapidly and effectively in the face of continual disruption, potentially even transforming enterprises into centers of continual new growth. paul garbett for hbr. However, they hardly represent the transformation that has been promised with this new approach.

Innovation 12

Innovation Learning-by-Doing Execution Team 12

Harvard Business Review

JUNE 17, 2015

This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. How well do you know your customers?

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Here are three ways to set up and manage global innovation for success: 1.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Here are three ways to set up and manage global innovation for success: 1.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

DECEMBER 23, 2015

One McKinsey study of 2,135 executives revealed that most corporate strategies “developed idiosyncratically to their organizations, people, and markets,” and don’t pass more than three out of 10 core tests for viable strategy. “Speed” suddenly becomes a value when time to market cycles are industry lagging.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

NOVEMBER 27, 2013

First, we’ve seen dramatic improvements in flexible automated fabrication, exemplified by innovations like Tesla Motors’ robot-heavy car factories and Nike’s revolutionary Flyknit process. But more than just time and money, the shift will require a new kind of thinking, seeing physical products as platforms, too.

Offshoring 8

Offshoring Productivity Products Competitive Advantage 8

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

Harvard Business Review

OCTOBER 8, 2013

We have consistently observed that some providers deliver the same or better clinical outcomes at dramatically lower costs than other providers in the same market. To implement REBP at scale, most payers will have to shift their focus from prospective to retrospective models in most markets. Leading Health Care Innovation.

Health Care 8

Health Care Cost Analysis Competitive Advantage 8