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. The bulk of this agile canon will teach your individual teams to deliver higher-quality code, faster. A Quick Introduction to Agile Management. MORE
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. As the Age of Austerity dawns, however, corporate leaders will have no choice: they will have to bite the bullet and infuse their organizations with a frugal mindset. MORE
The Glowan Consulting Group L3 Blog Home About Glowan Subscribe to feed ‹ Baby Zen: The Importance of Mindful Presence in Leadership • The ROI of going for it on 4th down with 2 yards to go. Or where the next company Christmas party is going to be held. Leaders. MORE
Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager. This hands-off approach works because on-site executives can rely on informal communication and feedback mechanisms to maintain oversight. MORE
This situation exists because, believe it or not, a lot of organizations lack any mechanisms to help them actively manage the evaluation, selection, monitoring, and adjustment of digital investments to achieve clearly defined business results while meeting clear risk and return expectations. In essence, digital investments should be planned and managed according to their current and future contribution to business performance. MORE
Conversely, why market cigarettes? We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. To an extent not widely recognized, it was an equation in the first place that gave ROE the power to dominate not just investment decisions, but an entire business culture. Just as electronic commerce would later sweep business, mass production came to one industry after another. MORE
We were in a meeting to review the roadmap for the company's new product. I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. To lead is to advocate for an idea. MORE
The Glowan Consulting Group L3 Blog Home About Glowan Subscribe to feed ‹ L3-TV: Effective project management means I don’t shine if you don’t shine • TED Talk Em-tel: Compassionate Leadership › The ROI of going for it on 4th down with 2 yards to go. MORE
What appears less common is their understanding of the destructive consequences of allowing that to happen. They reflexively grasp for the culture lever, assuming the act of crafting and publishing a set of values actually has the power to do something. People want their company’s values to be sacrosanct. The painful result of widespread misuse of company values, according to one major study , is that only 23% of U.S. MORE
The main effect of higher productivity is to make labor more valuable; therefore it stands to reason that employers would — in the classic logic of "if you liked it that price, you'll love it at this one" — snap up more of it. it's a fallacy to suggest that there's a trade-off between unemployment and productivity." Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive. MORE
skip to main | skip to sidebar Friday, May 14, 2010 Focus - Concentrate on one thing at a time. When you have a lot to do, it’s tempting to multi-task. But you’ll actually get more done if you concentrate on one thing at a time. MORE
Makes teams better” is fast-becoming both an essential ingredient to getting hired and a mission-critical skill-set worth measuring. What combinatorial characteristics of high-performers empower everyone else to over-perform? But this was the first time attending the event where so many of the top-tier athletic luminaries—particularly coaches and managers—spoke so wistfully and ambitiously about the analytic alchemy that can turn teammates into champions. MORE
Entrepreneurs have historically taken one of two approaches to IT. They typically hire third parties to help them with IT and never make it part of their core business. Theirs is a “bricolage” approach to digital. It has several key benefits: Speeds time-to-market. MORE
But Palmer Luckey, now 20, is taking his own sweet time to market — which he’s free to do since his funding comes strings-free from Kickstarter. It would be irresponsible for me to say when we'll have consumer products," he tells this enthusiast from Popular Mechanics , since the device still lacks sound — and who knows what else? How Humans Keep Time (Smithsonian MORE
There is widespread agreement that if the United States is to achieve sustainable levels of health care spending, it must make greater use of payment mechanisms that reward physicians, hospitals, and health systems for the results achieved. REBP is designed to change that. MORE
Perhaps it was an idea for a new product or service, or a process change to solve a complex problem. Perhaps it was an idea for a new product or service, or a process change to solve a complex problem. We love to know your thoughts about this episode. MORE
On reflection, though, I find that the evidence does not support competitive advantage as a path to longevity. Yet when businesses try to implement entrepreneurial initiatives, these initiatives often fail. The most significant hurdle by far is resistance to change from within. MORE
This guest post by Amir Golan , VP of Business Development at Signals , shows how important it is to look for the small signals and patterns in big data that are easily lost. Fast forward to today. That is, the decision drives the data to be collected and the questions to be asked. MORE
Since at least the early ’90s, we’ve been hearing that Mass Customization is going to change the consumer landscape, but by and large, we still buy manufactured goods the way we have since the middle of last century. Physical product customizers such as Nike iD and Moto Maker have earned strong customer followings, but they’re still closer to “designed for me” than the “designed by me” experience we’ve been promised. The tools to do this are already here. MORE
But those leaders have had training and experience to succeed in a traditional organization with a C-suite at the top and siloed business units and functions under each executive. The Executive Sponsor and Process Owner bring different strengths to the BPI Project. MORE
In 2008, Dr Reddy's acquired Chirotech, Dow Chemical's R&D unit, for $32 million, and in April 2011 relocated it to a new 33,000 sq. 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. MORE
The widespread deployment of low-cost sensors and their connection to the internet has generated a great deal of excitement (and hype) about the future of manufacturing. But to get beyond the hype, managers need to understand some underlying challenges and paradigm shifts. MORE
This seems to be a key question on the minds of not just marketers, but company strategists these days. Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. MORE
In 2008, RIM tried to match the new competitor. However, the new handset, its software, and the available applications all failed to excite critics and customers. When it comes to innovation in industries with strategically narrow windows of opportunities, speed is everything. MORE
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. Look for example at Lytro , a company whose impact on photography might turn out to be on par with the digital camera. Advanced algorithms process these inputs to enable features such as 3D effects or focusing on different parts of the image after the photo has already been taken. MORE
Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. From 2012 to 2015, the number of global corporate venture capital deals almost doubled, and their investments quadrupled, to $29.1 MORE
Not nearly enough attention has been paid to this question. As a practitioner of a design-led form of product development, and in my own research and writing about an empathetic approach to product design, I’m overtly critical of the Lean manifesto. MORE
With a tsunami of new digital technologies all converging simultaneously — social, mobile, cloud, analytics and embedded devices — there has been, once again, a cry for corporate IT to radically change to enable the digital transformation of businesses. MORE
Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager. This hands-off approach works because on-site executives can rely on informal communication and feedback mechanisms to maintain oversight. MORE
One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer. 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. “If you went to bed last night as an industrial company,” Immelt observed, “you are going to wake up this morning as a software and data analytics company.” MORE
Is your company ready to compete in a world of smart, connected products ? For some time now we’ve been living into a smarter world filled with Big Data and analytics, and a more connected one that’s been described as “ the internet of things.” MORE
” Without one, it is almost impossible to prioritize effectively. 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 bank was using a project management tool, but the lack of discipline in keeping it up to date made it largely fruitless. What was she meant to do? MORE
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. In some violins, they discovered, there's a special layer — a metal grid — that helps to stabilize the instrument, and reduce unwanted vibrations. But for a long time they weren't easy to find. MORE
election year, presidential candidates in both parties have tied the loss of American manufacturing jobs to “unfair” trading practices and pacts such as the North American Free Trade Agreement (NAFTA). For my part, I think opposition to TPP is misdirected. In this U.S. MORE
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. As the Age of Austerity dawns, however, corporate leaders will have no choice: they will have to bite the bullet and infuse their organizations with a frugal mindset. MORE
When companies want to address fragmented cultures, they do some of the oddest things. Like new home owners who simply paint over rotted siding, executives take dangerously superficial approaches to unifying organizations, ignoring how splintered theirs really are. MORE
Experts continue to debate whether Chinese businesses are truly disruptive. The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. MORE
Time to Market Related Topics Engaging Leader
SEPTEMBER 15, 2014
Perhaps it was an idea for a new product or service, or a process change to solve a complex problem. Perhaps it was an idea for a new product or service, or a process change to solve a complex problem. We love to know your thoughts about this episode.
Strategy Driven
JUNE 29, 2016
On reflection, though, I find that the evidence does not support competitive advantage as a path to longevity. Yet when businesses try to implement entrepreneurial initiatives, these initiatives often fail. The most significant hurdle by far is resistance to change from within.
Mills Scofield
DECEMBER 5, 2014
This guest post by Amir Golan , VP of Business Development at Signals , shows how important it is to look for the small signals and patterns in big data that are easily lost. Fast forward to today. That is, the decision drives the data to be collected and the questions to be asked.
Harvard Business Review
JULY 8, 2016
Experts continue to debate whether Chinese businesses are truly disruptive. The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor.
Harvard Business Review
JUNE 28, 2016
Entrepreneurs have historically taken one of two approaches to IT. They typically hire third parties to help them with IT and never make it part of their core business. Theirs is a “bricolage” approach to digital. It has several key benefits: Speeds time-to-market.
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. The bulk of this agile canon will teach your individual teams to deliver higher-quality code, faster. A Quick Introduction to Agile Management.
Harvard Business Review
MAY 29, 2017
What appears less common is their understanding of the destructive consequences of allowing that to happen. They reflexively grasp for the culture lever, assuming the act of crafting and publishing a set of values actually has the power to do something. People want their company’s values to be sacrosanct. The painful result of widespread misuse of company values, according to one major study , is that only 23% of U.S.
Harvard Business Review
MAY 14, 2015
Not nearly enough attention has been paid to this question. As a practitioner of a design-led form of product development, and in my own research and writing about an empathetic approach to product design, I’m overtly critical of the Lean manifesto.
Harvard Business Review
AUGUST 26, 2013
With a tsunami of new digital technologies all converging simultaneously — social, mobile, cloud, analytics and embedded devices — there has been, once again, a cry for corporate IT to radically change to enable the digital transformation of businesses.
Harvard Business Review
MARCH 5, 2014
Makes teams better” is fast-becoming both an essential ingredient to getting hired and a mission-critical skill-set worth measuring. What combinatorial characteristics of high-performers empower everyone else to over-perform? But this was the first time attending the event where so many of the top-tier athletic luminaries—particularly coaches and managers—spoke so wistfully and ambitiously about the analytic alchemy that can turn teammates into champions.
Harvard Business Review
AUGUST 9, 2013
In 2008, RIM tried to match the new competitor. However, the new handset, its software, and the available applications all failed to excite critics and customers. When it comes to innovation in industries with strategically narrow windows of opportunities, speed is everything.
Harvard Business Review
DECEMBER 23, 2015
When companies want to address fragmented cultures, they do some of the oddest things. Like new home owners who simply paint over rotted siding, executives take dangerously superficial approaches to unifying organizations, ignoring how splintered theirs really are.
Harvard Business Review
OCTOBER 18, 2016
This situation exists because, believe it or not, a lot of organizations lack any mechanisms to help them actively manage the evaluation, selection, monitoring, and adjustment of digital investments to achieve clearly defined business results while meeting clear risk and return expectations. In essence, digital investments should be planned and managed according to their current and future contribution to business performance.
Harvard Business Review
JANUARY 29, 2015
Is your company ready to compete in a world of smart, connected products ? For some time now we’ve been living into a smarter world filled with Big Data and analytics, and a more connected one that’s been described as “ the internet of things.”
Harvard Business Review
JULY 27, 2017
Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. From 2012 to 2015, the number of global corporate venture capital deals almost doubled, and their investments quadrupled, to $29.1
Harvard Business Review
MAY 23, 2016
The widespread deployment of low-cost sensors and their connection to the internet has generated a great deal of excitement (and hype) about the future of manufacturing. But to get beyond the hype, managers need to understand some underlying challenges and paradigm shifts.
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. In some violins, they discovered, there's a special layer — a metal grid — that helps to stabilize the instrument, and reduce unwanted vibrations. But for a long time they weren't easy to find.
Harvard Business Review
MAY 2, 2016
election year, presidential candidates in both parties have tied the loss of American manufacturing jobs to “unfair” trading practices and pacts such as the North American Free Trade Agreement (NAFTA). For my part, I think opposition to TPP is misdirected. In this U.S.
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. Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things.
Harvard Business Review
NOVEMBER 27, 2013
Since at least the early ’90s, we’ve been hearing that Mass Customization is going to change the consumer landscape, but by and large, we still buy manufactured goods the way we have since the middle of last century. Physical product customizers such as Nike iD and Moto Maker have earned strong customer followings, but they’re still closer to “designed for me” than the “designed by me” experience we’ve been promised. The tools to do this are already here.
Harvard Business Review
OCTOBER 5, 2012
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. As the Age of Austerity dawns, however, corporate leaders will have no choice: they will have to bite the bullet and infuse their organizations with a frugal mindset.
Harvard Business Review
OCTOBER 8, 2013
There is widespread agreement that if the United States is to achieve sustainable levels of health care spending, it must make greater use of payment mechanisms that reward physicians, hospitals, and health systems for the results achieved. REBP is designed to change that.
Strategy Driven
APRIL 2, 2014
But those leaders have had training and experience to succeed in a traditional organization with a C-suite at the top and siloed business units and functions under each executive. The Executive Sponsor and Process Owner bring different strengths to the BPI Project.
Harvard Business Review
OCTOBER 4, 2012
Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager. This hands-off approach works because on-site executives can rely on informal communication and feedback mechanisms to maintain oversight.
Leaders. Better. Brighter.
SEPTEMBER 9, 2010
The Glowan Consulting Group L3 Blog Home About Glowan Subscribe to feed ‹ Baby Zen: The Importance of Mindful Presence in Leadership • The ROI of going for it on 4th down with 2 yards to go. Or where the next company Christmas party is going to be held. Leaders.
Harvard Business Review
FEBRUARY 22, 2011
The main effect of higher productivity is to make labor more valuable; therefore it stands to reason that employers would — in the classic logic of "if you liked it that price, you'll love it at this one" — snap up more of it. it's a fallacy to suggest that there's a trade-off between unemployment and productivity." Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive.
Harvard Business Review
OCTOBER 4, 2012
Many firms struggle to exploit the innovation potential of their global networks. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1. Assign oversight and support responsibility to a senior manager. This hands-off approach works because on-site executives can rely on informal communication and feedback mechanisms to maintain oversight.
Harvard Business Review
OCTOBER 5, 2012
CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. As the Age of Austerity dawns, however, corporate leaders will have no choice: they will have to bite the bullet and infuse their organizations with a frugal mindset.
Harvard Business Review
OCTOBER 20, 2011
Conversely, why market cigarettes? We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. To an extent not widely recognized, it was an equation in the first place that gave ROE the power to dominate not just investment decisions, but an entire business culture. Just as electronic commerce would later sweep business, mass production came to one industry after another.
Harvard Business Review
JANUARY 24, 2013
But Palmer Luckey, now 20, is taking his own sweet time to market — which he’s free to do since his funding comes strings-free from Kickstarter. It would be irresponsible for me to say when we'll have consumer products," he tells this enthusiast from Popular Mechanics , since the device still lacks sound — and who knows what else? How Humans Keep Time (Smithsonian
Leaders. Better. Brighter.
SEPTEMBER 13, 2010
The Glowan Consulting Group L3 Blog Home About Glowan Subscribe to feed ‹ L3-TV: Effective project management means I don’t shine if you don’t shine • TED Talk Em-tel: Compassionate Leadership › The ROI of going for it on 4th down with 2 yards to go.
Harvard Business Review
JANUARY 25, 2011
We were in a meeting to review the roadmap for the company's new product. I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. To lead is to advocate for an idea.
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. Look for example at Lytro , a company whose impact on photography might turn out to be on par with the digital camera. Advanced algorithms process these inputs to enable features such as 3D effects or focusing on different parts of the image after the photo has already been taken.
Harvard Business Review
SEPTEMBER 14, 2011
In 2008, Dr Reddy's acquired Chirotech, Dow Chemical's R&D unit, for $32 million, and in April 2011 relocated it to a new 33,000 sq. 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.
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