Harvard Business Review
APRIL 23, 2014
It’s a framework for entrepreneurs, building on “The Lean Startup” by Eric Ries. There is a lot at stake here for GE’s operations strategy. They’re now working on version 8, which they will produce in October, and version 10, with better lighting, and there is a design projected for 2015. General Electric Operations Strategy'
Harvard Business Review
OCTOBER 1, 2012
They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business. How do you avoid wasting millions, if not billions, on projects destined for failure? Would Gerber own today's V8?
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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. He was not your standard internet entrepreneur — the student presenting was pitching a project to increase sub-Saharan farm income, by helping farmers shift from traditional crops to rubber trees.
Harvard Business Review
APRIL 30, 2012
In The Lean Start-Up , Eric Ries talked about vanity metrics — numbers that create the illusion of success, rather than validate actual progress. As founders can attest, what you encounter deep in the start-up trenches will be far from your mental projection and expectations of the future.
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. You’re working on a new venture and you know you’ve got to create a plan to execute it. Not so fast.
Harvard Business Review
OCTOBER 3, 2014
Nick readily grasps the value in testing his ideas before asking for any full-scale operation. If Nick made $120,000 a year and he spent just a month trying to drive consensus around the project, the cost of his salary during the month of meetings doubled the cost of the experiment. Don’t punish failure. Punish waste.
Harvard Business Review
JANUARY 2, 2013
Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. Without a senior executive taking an active role in a project to overcome organizational antibodies, even the most thought-through plans can fail. What information is likely to get them interested in your project?
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