Remove Leadership Remove Marketing Remove Project Remove Venture Funding
article thumbnail

The Innovation Mismatch: "Smart Capital" and Education Innovation

Harvard Business Review

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. One of the most poignant summaries of the market for innovative technology solutions in education is that it is forever in its infancy.

article thumbnail

What BMW’s Corporate VC Offers That Regular Investors Can’t

Harvard Business Review

Only around 20% of technologies funded by CVC&A grab enough attention of business units to start co-innovation pilot projects with portfolio startups. Top startups already have market leading solutions. Creating the Venture Client Model. Private VCs and other professional investors can provide the first two.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Getting Smarter about Google's "Brain Drain"

Harvard Business Review

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

article thumbnail

How to Manage People Who Are Smarter than You

Harvard Business Review

“When you’re a technical expert, you know your value to the organization,” says Wanda Wallace, President and CEO of Leadership Forum and author of Reaching the Top. ’” Project confidence, but not too much. But when no explanation is provided, it leads to a feeling of ‘do you not trust me?’”

article thumbnail

The 5 Requirements of a Truly Innovative Company

Harvard Business Review

Over the past two decades, we’ve led dozens of innovation projects and have talked to thousands of managers about the challenge of building a high-performance innovation “engine.” What percentage of the leaders in your company, from project managers to execu­tive vice presidents, are formally accountable for innovation?