Harvard Business Review

MAY 13, 2014

GE is an icon of management best practices. That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

MARCH 22, 2011

Ned Barnholt is the former CEO of Agilent Technologies, the measurement company, and these days he's one of the more respected executives in Silicon Valley. HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. The technology was great.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

NOVEMBER 7, 2018

Those benefits fall into three categories: To jumpstart network effects that provide a first-mover advantage: Many of the projects being built using blockchain technology are “protocols” that govern the interactions between users in a decentralized autonomous network. How ICOs Constrain.

Cost 8

Cost Decentralization Finance Entrepreneur 8

Harvard Business Review

JULY 16, 2013

For a designer like myself, it''s easy to recognize which executives know their products intimately, and which manage from a spreadsheet. They recognize that as UX eclipses traditional brand marketing, they need to be more hands-on with their products. The CEO as Lead Product Designer. Photo courtesy of Morio , Wikimedia Commons.

Leadership 10

Leadership Ries CEO Productivity 10

Ask Atma

MAY 5, 2012

Management 3.0 – a psychological shift. In my management 3.0 In this article, my description of management 3.0 for business models draws on the work of several very bright entrepreneurs and thinkers, including: Alex Osterwalder, Steve Blank, Eric Ries, and Ash Maurya. What about doing market research?”

Business Model 93

Business Model Ries Agility Entrepreneur 93

Harvard Business Review

MAY 30, 2013

In 2010, one of us was sitting in a room at the Harvard Business School with Eric Ries and a number of budding entrepreneurs. The language has been widely adopted, and that includes some folks who haven''t yet had the chance to read Ries'' work or digest the ideas behind it. One of these young entrepreneurs in particular stood out.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

FEBRUARY 13, 2017

So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets. In short, too many firms used conventional planning to manage their new ventures. Not so fast.

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

NOVEMBER 13, 2017

In 2001 the list of companies with the highest market caps was dominated by blue chips. General Electric, Microsoft, ExxonMobil, Walmart, and CitiGroup — all were businesses led by managers who were experts in efficiency and optimization and who grew their businesses by making them work better than they had previously.

CEO 8

CEO Consensus Management Metrics 8

Harvard Business Review

MAY 30, 2018

You’re probably familiar with the “minimum viable product” of Eric Ries’ Lean Start-Up fame; but here I’m talking about the acronymically identical “minimum viable pilot.” The technology held appeal for network engineering departments at both telecom providers and digital service providers.

KPI 9

KPI Innovation Ries Banking 9

Harvard Business Review

AUGUST 16, 2016

” Lean startup, popularized by writers and entrepreneurs like Eric Ries and Steve Blank, can deliver big benefits inside big companies. GE vice chairman Beth Comstock spoke to the issues of speed and continual customer input in a 2014 interview, when she said, “We work in these very complex, deep industrial technologies.

Company 8

Company Airlines Ries Survey 8