Harvard Business Review

AUGUST 9, 2013

Agile projects have focused on standard, non-critical systems. To the extent that agile becomes the default method to build large-scale IT projects, demands to speed up the delivery of IT projects will increase. In turn, the corporate IT project portfolio needs to adapt. Most focused on cutting IT costs.

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

JULY 27, 2017

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. Third, corporate VCs and accelerators are costly and complex to operate, turning them into a slow and expensive innovation tool.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 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. Selecting project managers. But it is unlikely that you would want such an individual managing projects in the key operational quadrant (remember your business currently depends on these!).

Tools 8

Tools Competitive Advantage Operations Technology 8

Harvard Business Review

AUGUST 26, 2013

Cloud-based services are also now being bought directly by functions like HR and marketing, resulting in IT losing its control over technology purchase within the organization. Company and unit leaders need to ensure that IT is in a leading position on all key digital projects. They drive innovation and speed up time to market.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

DECEMBER 13, 2017

Performing market assessments. ” Self-awareness: PMs must be self-aware so as to remain objective and avoid projecting their own preferences onto users of their products. Managing tight deadlines, revenue targets, market demands, prioritization conflicts, and resource constraints all at once is not for the faint of heart.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

DECEMBER 13, 2016

Although we had been a market leader for many years, our new products had been launched several months later than the competition — in fact, our time to market had doubled over the previous three years. Behind that problem was a deeper one: We had more than 100 large projects (each worth over 500,000 euros) under way.

Project 8

Project How To Objective Efficiency 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. If you didn't accidentally happen upon a solution, you were simply out of luck.

Software 8

Software Innovation Sharpe Efficiency 8

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

Strategy Driven

APRIL 2, 2014

When organizations want to build a process culture, they need to identify leaders for each process improvement effort—namely an Executive Sponsor, Process Owner, Project Lead and Business Process Management (BPM) Team Facilitator. The Executive Sponsor and Process Owner bring different strengths to the BPI Project. What’s in it for Me?

BPM 56

BPM Process Tips Management 56

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

JUNE 13, 2018

Companies across the globe are faced with new competitive threats, changing market dynamics, new technology disruption and evolving customer needs, and the pressure is on for companies to be able to sense and respond to those changes and deliver better products and services to customers, faster. Are we building the right thing?

Agility 8

Agility Metrics Technology Succession 8

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. Companies that are smart about global innovation create an explicit role for senior executives in their projects.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. Companies that are smart about global innovation create an explicit role for senior executives in their projects.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

MAY 7, 2018

Faster times to market, greater flexibility on the way there, and greater focus on the customer — common results of a successful lean implementation — are all positives. “The rigorous methodology serves as a framework we use to solve customer frictions and serve unmet needs to focus on real, in-market learnings.”

Innovation 11

Innovation Learning-by-Doing Execution Team 11