Mills Scofield

DECEMBER 5, 2014

Once upon a time, before the era of big data analytics, corporations had similarly routine business growth issues and threats: i.e.: after years of being the market leader in a specific product category, they quickly begin to lose market share, they wanted to introduce their product into a new market.

Stage-Gate 128

Stage-Gate Productivity Products Innovation 128

Strategy Driven

JUNE 29, 2016

Professors of business and corporate strategy (which includes me) research and lecture about the goal of long-term “sustained” competitive advantage, driven by grand plans that mesmerize and seduce the most seasoned leaders and leadership teams. The hard truth is that companies that do not pursue corporate entrepreneurship are doomed.

Supply Chain 51

Supply Chain Real Estate Resistance Competitive Advantage 51

Strategy Driven

OCTOBER 7, 2019

Here is how to use smart planning to make strides toward greater agility and market success. What is more, try to make your business strategies and plans less rigid. After all, your needs and goal are bound to shift down the road, so why not plan ahead of time? Account for continuous change in your strategies.

Agility 33

Agility Planning Project Decentralization 33

Harvard Business Review

MAY 22, 2018

M&A is central to many companies’ growth strategies. This might have worked in the past when markets moved incrementally. But in a global business environment that is changing exponentially , the market moves too quickly. Sponsored by Accenture Strategy. Topic Images/Getty Images. Insight Center.

Organization 12

Organization Company Venture Capitalist B2B 12

Harvard Business Review

JUNE 13, 2018

For nearly two decades, many companies have utilized the principles within the Agile Manifesto to deliver faster time-to-market than traditional, or linear development models. We’re all striving to deliver better products faster to meet customer needs in the marketplace and stay ahead of the competition.

Agility 9

Agility Technology Development Content 9

Harvard Business Review

DECEMBER 19, 2016

Strategy, after all, is about tradeoffs — choosing where to focus. When confronted with disruptive technologies, many companies fail to align digital strategies with their core strategies. One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JUNE 28, 2016

No strategy is static. Companies can also rent their business applications (for accounting and finance, human resource management, marketing and sales, collaboration, project management, and so forth) on-demand from companies like Microsoft, Salesforce.com, Workday, Hubspot, Yammer, Dropbox, Basecamp and others. Insight Center.

Entrepreneur 10

Entrepreneur Airlines Construction Short-term 10

Harvard Business Review

MAY 4, 2018

While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Sponsored by Accenture Strategy. Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

JULY 8, 2016

The difference between displacement (outperforming existing market incumbents at their own game) and disruption (changing the game) is strategically important, no matter how similar the pain they cause is. Drucker Forum 2016: The Entrepreneurial Society. Displacement generally is easier to combat than disruption.

Business Model 11

Business Model Innovation Company Apparel 11

Harvard Business Review

FEBRUARY 22, 2011

The best business strategies assume the world is dynamic, not static. For example, the idea that market share leadership leads to cost leadership which creates defensible advantage is a dynamic argument. Managers have come a long way in the past 20 years toward appreciating its role in their strategies.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Doing so will reduce the problems of brand dilution while ensuring greater market coverage.

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

JULY 11, 2011

A lot of business literature advocates teaming up wherever possible to open the doors to new ideas, draw on the unique strengths of others, and speed time to market. The photography market is highly competitive, populated by famous brand names, and dominated by powerful sales channels.

Contract Manufacturing 11

Contract Manufacturing Licensing Retail Innovation 11

Harvard Business Review

DECEMBER 13, 2017

Performing market assessments. Managing tight deadlines, revenue targets, market demands, prioritization conflicts, and resource constraints all at once is not for the faint of heart. So, what should you consider if you’re thinking of pursuing a PM role? Running design sprints. Feature prioritization and roadmap planning.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

OCTOBER 5, 2012

Based on our research, we suggest that CEOs eager to do more with less drive systemic changes across their entire organization — focusing their change management efforts on three functions: R&D, marketing, and sales. Doing so will reduce the problems of brand dilution while ensuring greater market coverage.

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

MAY 29, 2017

“Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting. True cultural norms drive results, are shaped by strategy, and engender strong communal pride. “Transparency” becomes a value when there’s been a cover up.

Bottom-up 11

Bottom-up Competitive Advantage Organization Workshop 11

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. But with this essentially IT-centric model, dynamic connections with global business units, marketing, brands and external partners remain difficult to develop.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

JANUARY 29, 2015

Matt Denesuk , Chief Data Scientist, told me, “Who you hire depends on your strategy. And the market for software talent was hot hot hot. We were competing with the cool, Silicon Valley tech companies, yet at the same time we needed to find people who would fit in GE’s culture.”

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

SEPTEMBER 14, 2011

Dr Reddy's plan is to leverage Chirotech's scientific capabilities to optimize drug development processes, thus lowering manufacturing costs and speeding time-to-market. In recent years, Indian firms such as Dr Reddy's have also started globalizing their R&D footprint by moving into Western markets.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

MAY 14, 2015

The buds of innovation are fragile, and are easily squashed by critique or a view of the competitive market environment. While many startups fail because of poor execution, I would argue that the majority fail because their product has no market. First, it’s easy to talk yourself out of a good idea. The difference is in intent.

Productivity 8

Productivity Products Reis Definition 8

Harvard Business Review

MAY 22, 2018

Sponsored by Accenture Strategy. About two-thirds of agile practitioners report higher team morale, increased productivity, greater ability to manage changing priorities, and faster time to market than they were experiencing before. Rather than debating the advantages of agile teams, why not start demonstrating them?

Bureaucracy 12

Bureaucracy Agility Energy Constraint 12

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. Move Beyond Enterprise IT to an API Strategy. Innovations were virtually prevented by stifling complexity. Reinventing Corporate IT An HBR Insight Center.

Technology 8

Technology CIO Agility Software 8

Strategy Driven

APRIL 2, 2014

Reduce time to market for this product). Also see how he responds when you ask him to relate the improvement targets and vision to the company’s overall strategy. and then turn them into improvement targets (e.g, Ask the Executive Sponsor to contribute to this conversation as well.

BPM 56

BPM Process Tips Management 56

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.

Agility 8

Agility Metrics Technology Succession 8

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. Sponsored by Accenture Strategy. Growth boards, by contrast, fund the problem space and the team going after it, not the idea or strategy per se.

Innovation 13

Innovation Learning-by-Doing Execution Team 13

Harvard Business Review

DECEMBER 23, 2015

Declaring big targets in lieu of having a real strategy. The single most unifying factor of an organization is a widely known, enthusiastically embraced strategy. If you go around the room and ask members of the executive team “What’s our strategy?” ” you’ll likely get many different answers.

Mission Statement 8

Mission Statement Report McKinsey Strategy 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. Capacity, not strategy, was determining which projects launched and when. If not, it stalled or was killed.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

OCTOBER 8, 2013

Today, payers and providers are using a range of strategies to accomplish this goal, including patient-centered medical homes , value-based contracting , and accountable care organizations (ACOs). To implement REBP at scale, most payers will have to shift their focus from prospective to retrospective models in most markets.

Health Care 8

Health Care Cost Analysis Pharmaceuticals 8

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12