Harvard Business Review

JANUARY 25, 2011

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. So the challenging, dissenting voice can, at times, be tied to leadership. The voice grew in clarity and volume.

CEO 16

CEO Engineering Consensus Innovation 16

Harvard Business Review

MAY 22, 2018

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. It’s killing the whole business. What can I do?” So, take the initiative.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

Harvard Business Review

JUNE 19, 2017

But a big and growing challenge is emerging: Once your tech teams have begun to master these new ways of working — improving time to market, continuous learning, responsiveness, and collaboration — they often find that the pace of work they desire is substantially hindered by the lack of agility in HR.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

AUGUST 26, 2013

It requires strong leadership from all senior IT executives, as well as new business acumen. They drive innovation and speed up time to market. But, they can also represent a significant cultural challenge to implement and require strong leadership and cooperation from your organization.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

AUGUST 9, 2013

After four years, systems had been tinkered with so much that new product launches became not only prohibitively expensive but also needed a very long time to market. In short, strategic IT leadership in a high-speed world is about mixing fast and slow. Innovations were virtually prevented by stifling complexity.

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

DECEMBER 13, 2017

Con: Breakthrough innovation may not get greenlit; time-to-market may seem to lag (though I’d argue what’s released is far better aligned with customer needs and more likely to successfully scale). Eriksson, Banfield and Walkingshaw ’s book Product Leadership has a section that has a lot more detail on this topic).

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JANUARY 29, 2015

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? This means that many organizations and their leaders are running as fast as they can to quickly build their software capabilities. General Electric turns out to be an excellent case in point. ” Integrating with the Mother Ship.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JUNE 17, 2015

In Rich’s old, functional “silo-based” process, a marketing person with a new customer opportunity would contact their favorite R&D associate, the regulatory and quality assurance departments, packaging, and the plant. Throughout these years of cultural transformation, Intuit’s leadership support has been constant.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

JULY 27, 2017

Everyone understood that being the flagship client for startups at this stage in their development would attract top startups and give BMW first access to cutting-edge technology, product customization advantages, time-to-market, and pricing, while reducing the risk profile of traditional corporate venturing.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8