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

DECEMBER 19, 2016

implement frequent, rapid, project-specific evaluations instead of annual performance reviews). Today’s organizational strategies call for small, manageable units focused solely on specific technologies, end markets, or geographical areas.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JUNE 28, 2016

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.

Entrepreneur 9

Entrepreneur Airlines Construction Short-term 9

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. For those that do, the last step prior to acceptance into the program is to define a pilot project between the startup and a business unit.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 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

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

AUGUST 26, 2013

Company and unit leaders need to ensure that IT is in a leading position on all key digital projects. Service delivery is marked by a ''good enough'' approach to error tolerance, relying more on rapid iterations and short cycle times. They drive innovation and speed up time to market. Such units present strong advantages.

CIO 8

CIO CTO Operations Technology 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

Harvard Business Review

DECEMBER 13, 2017

” Self-awareness: PMs must be self-aware so as to remain objective and avoid projecting their own preferences onto users of their products.

Productivity 8

Productivity Products Core Competence Management 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. After three years of work, the project was abandoned after missing several milestones.

Productivity 8

Productivity Products Customer Intimacy Software 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

JUNE 13, 2018

For years, agile teams and organizations have measured success using process metrics – time to market, team throughput and cycle times, improved quality, and better predictability of output. Do you have the flexibility and agility to capitalize on market opportunities when they arise?

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. Only when it’s time to scale should you start asking about profitability, margin, and revenue projections.

Innovation 11

Innovation Learning-by-Doing Execution Team 11