- Read Time: 19 min
The link between sustainability and innovation is commonly mentioned, but not commonly made. Here, new-product design guru Steven Eppinger describes the practice that breeds discovery.
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Companies often approach the process of developing a global culture as a one-way process dominated by corporate headquarters, exemplified by common terms such as “cultural transfer” “and “culture dissemination.” Also, core values often originate at corporate headquarters and fail to reflect and incorporate diverse cultural influences. This approach breeds skepticism about global culture among overseas employees, who may perceive headquarters’ core values as ethnocentric and parochial.
Many managers think they’ve committed their organizations to evidence-based decision making — but have instead, without realizing it, committed to decision-based evidence making. Is that all bad? What can be done to fix it?
Sexual harassment — and how to deal with it — is well understood by most companies. But now new dangers are being recognized in the ways an office romance affects the people around it. “Hostile work environment” claims, and their financial costs, are just the start.
How have strategies for supply chain design changed in recent years? What are the forces most profoundly shaping them now? What kinds of models have emerged for companies to consider, choose among or learn from?
In this pair of twinned interviews, MIT professor and entrepreneur David Simchi-Levi and MIT professor Charles Fine — two of the world’s leading thinkers on supply chain and value chain design — offer answers to those questions and others.
Even corporations with clear environmental aims fail to go the distance when it comes to their supply chains. But lessons from a small group of Fortune 500 companies can give them the direction they need.
How are sustainability pressures altering the competitive landscape, and how are businesses responding? The first annual Business of Sustainability Survey and interview project found that a strong consensus of managers believe sustainability is having and will continue to have a material impact on how companies think and act.
What does it take to create a successful radical innovation within a big company? New research offers some insights.
It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place.
Many companies invest considerable time and energy trying to build trust with customers, employees, suppliers and investors. Why are some of those efforts doomed to fail?
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