Resource Fluidity
Harvard Business Review ($) - Apr 2, 2021
Research: How to Get Better at Killing Bad Projects
Most innovation managers know that few of their initiatives will succeed, so they keep multiple projects running at the same time and create processes for quickly separating winners from losers. One popular way to make decisions about what stays and what goes is the use of stage gates. Yet, even with stage gates, firms struggle to kill bad projects. The authors undertook a decade-long review of the product development portfolio at former handset maker Sony Ericsson. They found that that the conventional use of stage gates can actually be part of the problem, impeding project discontinuation in counterintuitive ways.
Duke Corporate Education - Mar 1, 2021
Five Steps for Business Impact
Creating value is about exceeding expectations. For any business decision, we must understand the expectations of the decision-maker, and provide a path to exceed those expectations. For leaders and managers seeking approval from their colleagues in the finance function for new projects and initiatives, this is an increasingly urgent priority, because organizations are looking ever more closely at the ‘business impact’ of their resourcing decisions.
Forbes ($) - Feb 23, 2021
What Business Leaders Can Learn From Artists About Navigating An Uncertain World
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 we continue our conversation with Margaret Heffernan (Read Part 1 here), author of Uncharted: How to Navigate the Future.
McKinsey & Company - Feb 10, 2021
Capital Projects 5.0: Reimagining capital-project delivery
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.
PWC - Feb 1, 2021
How much does it cost to make a product? Many manufacturers don’t know … and it’s costing them
Product costing. A lost art?
McKinsey & Company - Feb 3, 2021
Transformation in uncertain times: Tackling both the urgent and the important
A sprint-based transformation approach can help organizations achieve full potential.
Bain & Company - Jan 28, 2021
Support and Control Functions Go Agile
Support and control functions like human resources and finance can empower Agile teams and benefit from becoming more Agile themselves.
McKinsey & Company - Jan 22, 2021
Building a digital bridge across the supply chain with nerve centers
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.
McKinsey & Company - Jan 19, 2021
Scenario-based cash planning in a crisis: Lessons for the next normal
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.
E&Y - Jan 4, 2021
Why now may be the time to start a corporate venture fund
CVC [corporate venture capital] can be a good tool for staying current on emerging trends and technologies, identifying growth areas, de-risking M&A, and moving faster than traditional R&D. Companies might consider CVC investing to reap future benefits from new products, technologies and geographies.
Harvard Business Review ($) - Feb 1, 2003
Who Needs Budgets?
Budgeting, as most corporations practice it, should be abolished. That may sound like a radical proposition, but it would be merely the culmination of long-running efforts to transform organizations from centralized hierarchies into devolved networks that allow for nimble adjustments to market conditions.
strategy+business ($) - May 25, 2010
Cleaning the Crystal Ball
Peter Drucker once commented that “trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.” Though we agree with Drucker that forecasting is hard, managers are constantly asked to predict the future — be it to project future product sales, anticipate company profits, or plan for investment returns. Good forecasts hold the key to good plans.
Harvard Business Review ($) - Nov 1, 2001
Corporate Budgeting Is Broken—Let’s Fix It
Corporate budgeting is a joke, and everyone knows it. It consumes a huge amount of executives’ time, forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat, lowballing targets and inflating results, and it penalizes them for telling the truth…
All Time Favorites
Harvard Business Review ($) - Feb 1, 2003
strategy+business ($) - May 25, 2010
Harvard Business Review ($) - Nov 1, 2001