R&D

Showing 61-80 of 88

016-Innovation-500

The Era of Open Innovation

Companies are increasingly rethinking the fundamental ways in which they generate ideas and bring them to market — harnessing external ideas while leveraging their in-house R&D outside their current operations.

010-Operations-500

Exploring Scale: The Advantages of Thinking Small

Sometimes large-scale operational efficiencies can mask opportunities. In their research, the authors found that small-scale operations provide significant advantages in four areas. Using case studies, the authors illustrate how companies in a wide variety of industries have found the hidden benefits of small-scale approaches, concluding that executives who learn when it is better to think small can have a potentially huge impact on their companies‘ long-term success.

advertisement

06-Technology-500

Navigating the Technology Landscape of Innovation

Some companies are better off making incremental improvements to their products. Others that must compete on their ability to innovate focus on breakthrough inventions. Either approach requires the exploration of a specific type of “technology landscape” and the right strategy for searching across the terrain.

012-big-data-and-analytics-500

Calculated Risk: A Framework for Evaluating Product Development

The product-development process is often seen as an undependable “black box” that rarely produces results that exceed business expectations. With an approach called “net present value, risk-adjusted,” the author offers an operational framework of quantitative tools that can be integrated into existing stage-gate methodologies to create a risk-adjusted NPV that considers the impacts of product portfolio, user needs, and technical and marketing risks.

advertisement

011-Strategy-500

A Dynamic View of Strategy

Strategic failure usually comes from an inability to make clear choices on which customers to target, what products to offer, and how to improve efficiency. Incumbents routinely bow to upstarts that innovate in those areas. The author shows established companies how to prepare for and counter such disruption with a dynamic process of continual strategic renewal.

011-Leading-your-team-500

Strategy as Strategic Decision Making

Successful strategy emerges from a decision process in which executives develop collective intuition, accelerate constructive conflict, maintain decision pacing and avoid politics. As well, in rapidly changing markets, decisions that change a company’s direction arise much more often.

04-Strategy-500

Strategy Innovation and the Quest for Value

Strategy in many companies seems to have gone astray, and the author has identified the reason: Managers are focusing on it in isolation instead of establishing the preconditions to successful strategy innovation. Only those companies that are constantly able to reinvent themselves will survive. The author shows how to improve strategy making and create wealth through a pluralistic process, collaboration across industries and market experimentation.

advertisement

08-Social-Business-500

Strategic Channel Design

Three forces are changing the customary rules of distribution channel management: proliferating customer needs, shifts in the balance of power in channels and changing strategic priorities. The authors propose a strategic approach to planning for future channel configurations, control of the channel and resource commitment.

strategic-innovation-1200

Strategic Innovation

How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, writes Constantinos Markides, of the London Business School. In a study of thirty successful attackers, Markides identified five ways that companies successfully thought about and developed new game plans.

025-Innovation-500

Integrating the Fuzzy Front End of New Product Development

The failure to integrate a product strategy, a well-planned portfolio, and a facilitating organization structure with clearly identified customer needs, a well-defined product concept, and a project plan can severely hamper new product development. An examination of eleven companies aims at improving the effectiveness of the front-end process.

01-Technology-500

Eight Imperatives for the New IT Organization

In an overview of the future role of the IT organization, the authors examine the business and technological changes that are effecting change in many IT units. They cite eight imperatives in which IT organizations must excel in order to succeed. Additionally, they examine the evolving key of IT managers: ensuring that all line managers understand the potential of IT and how it can be used to implement business strategies effectively.

Showing 61-80 of 88