Andrew P. McAfee describes Enterprise 2.0 as a way to revolutionize a company's information network. For years information has been spread through two way messaging or a platform where everyone can view, but few could edit. This article describes Enterprise 2.0 as the ideal information distribution network. Using Enterprise 2.0, everybody is able to view and edit content enabling collaboration throughout the company otherwise known to be impossible.
Results 81 - 90 of 169
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by in MIT Sloan Management Review on April 01, 2006
by in Harvard Business Review on April 01, 2004
Michael Hammer explains operational innovation and the effects it can have on business. The main areas of change executives address are exciting and benefit companies in the short run while both the company and their executives get noticed. On the other end of the spectrum exists operational innovation which is considered an under the radar innovation causing many companies to not even consider it. Observing companies like Progressive, Walmart and Toyota this article explains how a company could implement operational innovation, in the end proving to be much more valuable then the loud and exciting short term changes several companies indulge in today.
by in The McKinsey Quarterly on November 02, 2007
In this article Suzanne Heywood, Jessica Spungin and David Turnbull talk about managing complexity. Two types of complexity exist including institutional complexity and individual complexity. Mostly complexity is an aspect companies try to minimize in order to make their systems more efficient and effective, but if complexity is split into institutional and individual, companies can utilize it as a competitive advantage. Taking into account clarity of accountability, control in key areas and coherence a company is able to take complexity and turn it into an effective strategy.
by in Harvard Business Review on December 01, 2007
Kevin P. Coyne, Patricia Gorman Clifford, and Renée Dye convey different ways to come up with ideas in the business setting. Instead of going into an ideation session and asking your team to think outside the box or breaking apart the current box to create new ideas, a good way to encourage new and useful ideas from your team include making a new box. Using some additional tools, along with creating a new box, allows a company to create many new and useful ideas.
by in MIT Sloan Management Review on October 01, 2009
In this article Alexander Kandybin describes different innovation efforts, an innovation investment metric, and innovator categories along with strategies deployed by successful companies in each category. When a company plots all their innovations on a graph of annual innovation investment vs. annual return innovation investment this revels which innovations are worth investing in. With this information a company is able to reallocate its innovation investments where they would be most effective improving annual growth and innovation success.
by in MIT Sloan Management Review on July 26, 2010
In this article Constantinos C. Markides and Daniel Oyon talk about companies operating two business models in the same industry as a response to disruptive business models. No defined process exists allowing established companies to deal with disruptive business threats, but creating a separate business model is a common tactic. To increase the probability of success the established business must first ask and answer the five questions described in this article. If creating a second business is necessary, which is not always the case, than the subsidiary should be separated enough so the parent does not influence potentially cannibalizing decisions and allow them to make their own decisions, but together enough so synergies between the two can still be utilized.
by in Harvard Business Review on July 01, 2004
In this article W. Chan Kim and Renée Mauborgne discuss value innovation opposed to head to head competition and process improvements. Instead of gaining incremental improvements with benchmarking, value innovation creates consumer based quantum leaps in value. The three value platforms product, service and delivery allow companies to rotate between new value curves when faced with head to head competition, so that zero sum competition doesn’t happen. Companies such as Compaq used value innovation including the three platforms to become one of the fastest companies to achieve fortune 500 status. Instead of competing against companies to gain the largest market share, value innovation makes competitors irrelevant.
by in Harvard Business Review on January 01, 2002
In this article Anthony W. Ulwick talks about communicating with customers so that innovation becomes consistently successful. Many companies try fulfilling their customer’s wants and needs by providing the exact products and services they ask for. Instead, companies should listen to the requests and determine what their customers want their products and services to do for them. Using a five step plan based on outcome-based customer interviews allows a company to take the guess work out of innovation and give the customer, not what they ask for, but what they really need.
by in Harvard Business Review on February 01, 2006
In this article Kenneth R. Brousseau, Michael J. Driver, Gary Hourihan and Rikard Larsson talk about the decision making styles of managers and how they should progress relative to where the managers are in their carrier. Usually a lower manager’s decision making process differs greatly from a senior executive’s in both their information use, and type of focus. The four main decision making styles include decisive, flexible, hierarchic and integrative. If the type of decision making process is not relevant to the position, using a more executive management style to early or a first-line supervisor style to late, it could cause the end of a carrier.
by in Harvard Business Review on May 01, 2002
In this article Deborah Tannen discusses the importance of understanding the linguistic styles of people in the work place. In general men and women have different styles causing men to appear confident taking the one up position, while women take the more modest one down style conserving the other’s face when conversing. Understanding the linguistic and cultural backgrounds of co-workers increases their ability to communicate better. If everyone in the work place was aware of other’s communication styles there would be less confusion and misread conversations increasing the efficacy of the work place.
