Featured Operations Articles


Making It Easier to Manage and Scale Digital Projects

Using systematic processes to prototype, test, and launch ideas can help you scale agile benefits.


Why Large Companies Struggle With Lean

Frontiers |

Large companies have found that applying the principles of lean is more complicated than expected.


Partner With Entrepreneurs Inside and Out

Partnering with both intrapreneurs and external startups enables companies to accelerate innovation.


Serving the Customer


Avoiding the Pitfalls of Customer Participation

Frontiers |

When employees represent the views of customers, management needs to have their backs.


You Can’t Afford to Please Everyone

Frontiers |

Giving customers what they want quickly is a worthy goal. Businesses can’t always afford to do it.


How Should Companies Talk to Customers Online?

Digital customer service platforms offer better service when they use customer-centric language.



Supply Chain & Logistics


The Limits of Agile

Agile Is Not Enough

Three impediments in particular work against agile adoption in most organizations. By addressing architectural rigidity, closing talent gaps, and adopting a product mindset, leaders and organizations can realize agile’s power in delivering business value.

Consider Culture When Implementing Agile Practices

Adopting agile development practices helps organizations bring their products and services to market quickly and respond nimbly to market changes. In an increasingly global business landscape, taking the time to address cultural differences when implementing agile is crucial for project success.


Breaking Logjams in Knowledge Work

Despite the well-documented costs of overload, many leaders still think organizations thrive under pressure. They have a lot to learn from manufacturing, where managers have adopted a “pull” system to manage task flow, improving productivity and performance. This concept can be used to prevent overload in knowledge work, too. And “visual management” techniques make it easier to apply pull thinking to a portfolio of projects by rendering nonphysical tasks tangible. Two recent changes at the Broad Institute, an MIT-affiliated biomedical and genomic research center, illustrate how.