In this article Gary Hamel writes about management innovation and how essential it is for a company to practice. Most companies have innovation initiatives dealing with new products and process improvements, but management innovation isn’t even on their radar. Gaining understanding of the importance of constant management innovation and the ability to continuously apply it to the work place creates distance between competitors while moving companies in a forward direction.
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by in Harvard Business Review on February 01, 2006
by in Harvard Business Review on September 23, 2002
In this article C.K. Prahalad and Gary Hamel talk about the importance of core competencies and if managed correctly the impact they can have on the companies growth. When executives think about R&D innovation processes improvement and product development immediately arise. Many companies fail to utilize core competencies in their corporation. A core competence is a company wide knowledge and expertise in a skill that creates access to different markets, contributes significant value to end products, and gives security from imitators.
by in Harvard Business Review on January 01, 2008
In this article Michael E. Porter discusses the five forces that strategist should take into consideration: power of suppliers, power of buyers, the threat of substitutes and rivalry among existing competitors. While going into detail about all five forces the author describes the complexities of each force and reveals components that may be overlooked by the everyday strategist. If a strategist takes into consideration the five forces, they have the ability to be successful in any situation they confront.
by in Harvard Business Review on April 01, 2007
In this article Chris Zook looks at companies atempting to develope a new core business. A large part of this article includes specific properties and questions companies need to consider before determining whether or not a core adjustment is applicable. There are many examples of businesses that have gone about this process incorrectly resulting in a major downturn. But, if the principles discussed in this article were applied, finding your next core business would overall be a more successful endeavor.
by in Harvard Business Review on July 01, 2008
Thomas A. Stewart and Anand P. Raman interview Anand Mahindrathe CEO of Mahinda & Mahinda about his cooperation's operations. In this article Anand Mahindathe explains the difference between a federation and a conglomerate, and innovation's part when it comes to globalization. Because his cooperation is a federation of businesses he is able to look over all of them without interfering. Anand explains the reasons and advantages to running a cooperation in this fashion.
by in Harvard Business Review on January 01, 2006
Jeffrey Pfreffer and Robert I. Sutton explain evidenced based management and why businesses adopting this methodology are more successful. Many companies work based on the notion that successfully implemented strategies in a business will help their business be more successful. This article talks about evidence based management and the idea of running a business based on research proven facts instead of inclinations and common practices.
by in Harvard Business Review on July 01, 2008
Nitin Nohria, Boris Groysberg, and Linda-Eling Lee inform us about four factors directly linked to employee motivation. Many companies are not being as productive as possible due to a lack of employee motivation. This article gives examples of techniques companies can implement that develop four specific factors increasing employee motivation and productivity.
by in Harvard Business Review on October 01, 2008
Teresa M. Amablile and Mukti Khaire talk about creativity in businesses. Because of the changing economy, innovation and creativity have been shifted from a growth and stability tactic to the main agenda of businesses around the world. The main idea of this article is to illuminate acts many companies engage in discouraging creativity and give examples of what a company can do to cause creativity and innovation thrive in their business.
by in The McKinsey Quarterly on May 16, 2006
John Seely Brown and John Hagel Ill give details on the concept of creation nets and open innovation. Innovation is commonly accepted in the current business world as a growth strategy, but many companies are weary about introducing open innovation due to the amount of uncertainty involved. This article discusses creation nets as a strategy to bring structure into open innovation allowing businesses to introduce this innovation strategy into their company with confidence.
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