Hospital Budget Systems Are Holding Back Innovation

Harvard Business

The audience for such innovation wants to be receptive: A recent American Hospital Association (AHA) survey found that 75% of senior hospital executives endorsed the importance of digital innovation. Yet, despite their stated enthusiasm, hospitals have been notoriously slow to adopt digital innovations. A hospital organized into these different unconnected units finds it difficult to adopt innovations that reduce costs across a patient’s complete cycle of care.

Match Your Innovation Process to the Results You Want

Harvard Business Review

We are often asked whether the best way to structure for innovation is top-down or bottom-up. Bottom-up approaches work well for incremental (keeps you in the game) innovations. Breakthrough (changes the game) innovations, contrary to popular belief, need a top-down approach. Almost every company has a Stage Gate process because they work well for incremental innovation. They must also be willing to see value in absurdity.


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Is Your Business Biased Against Innovation?

Strategy Driven

Many people do not typically think of metrics and accounting as roadblocks to innovation, yet you call these out as potential problem areas. Many conventional metrics we use to estimate value are based on faulty assumptions. Net present value [NPV] is a case in point. For instance, intelligent failures can add more value than predictable successes, and low-cost experimentation trumps analysis.

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What Xerox PARC Learned About Executing on Open Innovation

Harvard Business Review

The concept of open innovation has moved from business phrase to business reality over the last ten years. When PARC became a for-profit subsidiary of Xerox to practice open innovation in 2002, Henry Chesbrough had not yet published his book Open Innovation and the concept was not well understood. Companies knew how to engage a design firm, license IP, and form joint ventures, but few knew how to truly co-develop innovations with external partners, such as PARC.

4 Assumptions About Risk You Shouldn’t Be Making

Harvard Business

And, the misunderstood poem helps to highlight how innovation-seeking executives need to reframe the word risk. Most readers assume Frost’s poem is hopeful, describing the value of the rugged individualism that has long served as an American hallmark. Most executives know that the present value of an investment comes from projecting its cash flows and discounting those numbers into today’s dollars.

July's Leadership Carnival

Michael Lee Stallard

Wally Bock presents Once Upon a Time posted at Three Star Leadership Blog. Miki Saxon presents How to Improve Your Management Skill at MAPping Company Success. Managers can’t let fear rule their decision making – Sharlyn Lauby presents Handling Workplace Retaliation posted at HR Bartender. Mary Jo Asmus presents 7 Ways to Enjoy Others at Work posted at Aspire-CS. Steve Roesler presents Want to Influence?

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How to Quantify Sustainability’s Impact on Your Bottom Line

Harvard Business

We found that sustainable and deforestation-free practices created significant financial benefits for all players in the industry’s value chain. Specifically, our analysis found that the net benefits to ranchers ranged from $18 million to $34 million (12% to 23% of revenues) in net present value projected over 10 years. These values can be estimated credibly and cost-effectively, and we set about applying them to the Brazilian beef sector.

Only the CEO Can Make the Big Bets

Harvard Business Review

This blog was written with Jay Terwilliger and Mark Sebell, managing partners at Creative Realities , a Boston-based innovation management collaborative. But did you ever see it as the central metaphor for what truly innovative organizations must do? In the late 1990s, we presented the Gretzky metaphor to a division of a large, global bank. Because they can use traditional business metrics to defend the pursuit of incremental innovations to management.

Why Some Digital Companies Should Delay Profitability for as Long as They Can

Harvard Business

If our oceans suddenly turned to chocolate, the incremental value of that volume would plummet — we’d truly have more chocolate than we really needed. This has led to high levels of AWS specific investment from innovators like CloudHealth Technologies, Qubole, Mapbox, and the like. That ecosystem investment reinforces the value proposition and drives more developer adoption. The Refresher: Net Present Value. Nicholas Blechman for HBR.

How to Choose the Ideas Your Company Should Invest In

Harvard Business Review

In The Innovator's Guide to Growth we suggested that companies should create one-page "Idea Resumes" that capture the essence of an idea on a single PowerPoint slide. If you don't have an innovation strategy , go and create one.). Innosight Ventures uses a 20-question checklist; The Innovator's Guide to Growth details a 12-question pattern we have generally found to be a helpful starting point for these efforts.). The best innovators, however, really are disciplined.

The Most Common Reasons Customer Experience Programs Fail

Harvard Business

Most CX programs are broken in similar ways: They are not designed with change or innovation in mind. Mistake #1: Forgoing change and innovation. If a score improves, that number is heralded and CX teams use it as evidence of innovation and improvement by the team. Often, these results are accepted at face value. Customer Lifetime Value : This is the net present value of all future customer revenues with account for attrition and your discount rate.

Stop Focusing on Profitability and Go for Growth

Harvard Business

Today, the average cost of equity capital sits at close to half that: just 8% for the roughly 1600 companies comprising the Value Line Index. The ready access to low-cost capital should change the way business leaders think about strategy, and in particular the relative value of improving profit margins versus accelerating growth. But when capital costs are low, the time value of money is low. The Refresher: Net Present Value.

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Don’t Let Your Company Get Trapped by Success

Harvard Business Review

This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations. This overall decline represents an enormous loss in future option value. Investors now value the future growth options of these firms relatively less—by a staggering $1 trillion. It’s harder to stay on top than to get there.

Rethinking Valuation So You Don't Miss a Good Deal

Harvard Business Review

The other is a process called Opportunity Engineering (OE) that instills a different way to look at value. To define the full value of acquisitions analyze the target's assets and assign them across the Three Horizons of the acquirer to understand how they add value. Since the Three Horizons represent different levels of uncertainty, they need to be managed and valued differently. We call this the Opportunity Value (OV) of an asset.

Shape Strategy With Simple Rules, Not Complex Frameworks

Harvard Business Review

Once they understood the rules and their underlying rationale, ALL's employees generated a series of innovative proposals based on what they had to work with. To prioritize projects, for instance, the ALL team could have forecast future cash flows for every potential investment and ranked all proposals on the basis of their net present value. Successful companies shape their high-level strategies by relying not on complicated frameworks but on simple rules of thumb.

Why Those Guys Won the Economics Nobels

Harvard Business Review

Many lay readers are familiar with John Burr Williams and the dividend discount model , or the discounted value of future cash flows. You know, the future value of money, the present value of money — money today is worth more than in the future because you can invest it and get interest. Then at the end, when you’ve brought everything to the present, scenario by scenario, you average. There’s also a size factor and a value factor.