You thought you did everything right—gathered market research and consumer insights; brainstormed, prototyped, and tested a promising new idea; developed detailed financial models and a solid marketing plan. Yet your company’s new product or service didn’t perform as expected. What did you overlook?
by Joy Kosta Two articles in the business section of last Sunday’s New York Times got me to thinking... ”Does It Pass the Smell Test” was about the position a person is in when their leader asks them to bend or break the rules and do something unethical at work. Has the economy moved people to take...
Leapfrog ideas happen in a state of extreme euphoria or utter distress. The first situation is explored by comparing innovation with sex. Valuable lessons can be learned.
Just a few weeks ago Harvard Business Review and McKinsey & Co. opened the first leg of their 2012/13 M-Prize challenge: " Innovating Innovation ." The M-Prize's overall goal is to "surface the world's most progressive management practices and most provocative management ideas" and connect and celebrate individuals reinventing management. This particular challenge — where I'm serving as a judge — seeks "real-world case studies and bold ideas that demonstrate how every element of a company's management model can be retooled to make it innovation-friendly."
In October, 2012, iHire transitioned its culture to a Results Only Work Environment (ROWE), which is a management philosophy in which the focus comes off where, when and how long employees are working
