Resource Fluidity

Most innovation managers know that few of their initiatives will succeed, so they keep multiple projects running at the same time and create processes for quickly separating winners from losers. One popular way to make decisions about what stays and what goes is the use of stage gates. Yet, even with stage gates, firms struggle to…

Creating value is about exceeding expectations. For any business decision, we must understand the expectations of the decision-maker, and provide a path to exceed those expectations. For leaders and managers seeking approval from their colleagues in the finance function for new projects and initiatives, this is an increasingly urgent priority, because organizations are looking ever…

Complexity is the defining business and leadership challenge of our time. But it has never felt more urgent than this moment, with the coronavirus upending life and business as we know it. Since March, we’ve been talking to leaders about what it takes to lead through the most complex and confounding problems, including the pandemic. Today…

What could your business achieve if your large capital projects were 30 to 50 percent faster and cheaper? The opportunity is more real than you think.

Product costing. A lost art?

A sprint-based transformation approach can help organizations achieve full potential.

Support and control functions like human resources and finance can empower Agile teams and benefit from becoming more Agile themselves.

Many companies operate some type of supply-chain control tower, but upgrading to a digital, end-to-end nerve center can manage risk even more effectively, while boosting output and productivity.

In our experience, leading players connect their internal finance systems with digital tools in the boardroom for agile impact modeling. Getting the scenario approach right is fundamental in these models, and five best practices have emerged.