Strategy Driven

OCTOBER 7, 2019

What is more, different teams need to work hand in hand toward shared goals. As soon as Agile transcends a one-team environment, complex challenges arise. Each pre-made methodology has its pros and cons when tackling multi-team programs and portfolios. By the Power of the Team. Choose Your Scaling Path.

Agility 35

Agility Planning Project Decentralization 35

Harvard Business Review

MARCH 5, 2014

A talented videogame-designing friend had a ready quip whenever start-up executives asked him if he was a “team player.” “Yes,” Yes,” he always responded, “team captain.” Makes teams better” is fast-becoming both an essential ingredient to getting hired and a mission-critical skill-set worth measuring. He usually got hired.

Team 8

Team Sports Franchising Conference 8

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. In the world of application and software delivery, organizations need transparency when it comes to the work agile and portfolio teams are doing.

Agility 9

Agility Technology Development Content 9

Harvard Business Review

MAY 22, 2018

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? I first encountered agile teams a decade ago in the IT departments of some retailers.

Bureaucracy 11

Bureaucracy Agility Energy Constraint 11

Harvard Business Review

MAY 22, 2018

The key elements are (1) startups with fully dedicated cofounders, (2) a growth board of investors, and (3) an agile team focused on capturing learnings, building capabilities, and clearing roadblocks. One of the ways the financial institution was able to accelerate its time to market was by launching multiple experiments simultaneously.

Organization 11

Organization Company Venture Capitalist B2B 11

Harvard Business Review

DECEMBER 19, 2016

Yet companies across all sectors are trying to accelerate innovation so that they can break free from low-growth markets, differentiate, and sustain competitive advantage. Innovation cycles speed up and time-to-market goes down, and the resulting changes in the value chain compound customer demand for quality.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

MAY 4, 2018

Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market. The organization evolved into a weekly release cycle, responding quickly to the market and the competition. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

MAY 29, 2017

In this company’s case, senior leaders who were criticized for not modeling the values quickly ousted their accusers for “not being team players.” “Urgency” suddenly becomes a value when time to market cycles are industry lagging and pressure from the Board is mounting.

Bottom-up 10

Bottom-up Competitive Advantage Organization Workshop 10

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. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 15

CEO Innovation Restructuring Incentives 15

Harvard Business Review

MARCH 18, 2013

Imagine a team at a ski company that's faced with a big problem: When skiers make sharp turns at high speeds, the edges of their skis lift from the snow, causing the skiers to sometimes lose control. The team needed to lessen the vibrations of its skis. But for a long time they weren't easy to find.

Software 8

Software Innovation Sharpe Efficiency 8

Harvard Business Review

FEBRUARY 22, 2011

Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. It was in 1990 that George Stalk and Tom Hout of BCG published Competing Against Time , pointing out that time was an unexploited aspect of competitiveness.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

JUNE 17, 2015

Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. Over time, teams adopted an even more aggressive approach to software development called “ continuous delivery , ” a highly automated method that enables them to make many small changes per day.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

DECEMBER 13, 2017

Beyond shipping new features on a regular cadence and keeping the peace between engineering and the design team, the best PMs create products with strong user adoption that have exponential revenue growth and perhaps even disrupt an industry. Core Competencies. Self-management: Being a PM can be incredibly stressful.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JULY 27, 2017

Everyone understood that being the flagship client for startups at this stage in their development would attract top startups and give BMW first access to cutting-edge technology, product customization advantages, time-to-market, and pricing, while reducing the risk profile of traditional corporate venturing.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

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. New ventures face this question early on, whether they are housed inside big corporations or small start-ups.

Contract Manufacturing 12

Contract Manufacturing Licensing Retail Innovation 12

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. Challenge R&D teams to create "good enough" solutions. Specifically, CEOs must: 1.)

CEO 8

CEO Innovation Restructuring Incentives 8

Harvard Business Review

AUGUST 26, 2013

Requirements and specifications are more flexible and developed within cross functional teams with constantly evolving business needs. 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.

CIO 8

CIO CTO Operations Technology 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. Suzlon's head of technology is John O'Halloran, a former Cummins Engine executive who now leads Suzlon's 500-strong global R&D team out of Hamburg.

Globalization 10

Globalization Innovation Decentralization Chemicals 10

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. Reduce time to market for this product). What’s in it for Me?

BPM 56

BPM Process Tips Management 56

Harvard Business Review

JANUARY 29, 2015

Bill and his team set out to develop a system that could bring all GE machines onto one efficient cloud -connected platform. Bell told me that a cross-functional GE team, working with customers like E.ON , used a software product (“ PowerUp ”), which is driving more output per wind turbine – a 4% improvement at E.ON.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

OCTOBER 4, 2012

When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Having a clear lead site ensured prompt decision making and a project successfully delivered on time and on budget.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Having a clear lead site ensured prompt decision making and a project successfully delivered on time and on budget.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

JUNE 13, 2018

So organizations today are staying ahead of the curve by scaling agile and building agility into everything they do, and extending agile techniques and practices across teams, teams-of-teams, non-IT organizations and even across the business as a whole. Are my teams engaged, and do they understand our business?

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. New ways of thinking about opportunities must be developed by the board as a team. Ask the right questions.

Innovation 12

Innovation Learning-by-Doing Execution Team 12

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. The people who work for Ryanair know what the priority is, and thus know how to allocate their time on the job.

Project 8

Project How To Objective Efficiency 8

Harvard Business Review

DECEMBER 23, 2015

If you go around the room and ask members of the executive team “What’s our strategy?” “Speed” suddenly becomes a value when time to market cycles are industry lagging. The single most unifying factor of an organization is a widely known, enthusiastically embraced strategy.

Mission Statement 8

Mission Statement Report McKinsey Strategy 8

Harvard Business Review

OCTOBER 20, 2011

And third, the battleground of competitiveness now goes beyond time to market, to include the frequency with which a firm brings valuable innovations to market. Therefore: who needs new technology more than the poor?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13