Technology Created
FEBRUARY 17, 2013
“Too often, the opportunity knocks, but by the time you push back the chain, push back the bolt, unhook the two locks and shut off the burglar alarm, it’s too late.” – Rita Coolidge. Being a technologist is all about solutions. OK, it’s about a lot more than that. It’s also about timing, effectiveness, innovation and using the right blend of technology to address the specific problem space.
Harvard Business Review
FEBRUARY 21, 2013
Your clients and colleagues don't have time to engage fully with every e-mail they get. Some of them receive hundreds of messages per day. That's why they start with the ones they can deal with quickly. They may never get around to answering — or even reading — the rest. So how do you earn their attention? Try these tips: Stick to standard capitalization and punctuation.
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Harvard Business Review
FEBRUARY 26, 2013
If you're an employer, there are lots of signals about a young person's suitability for the job you're offering. If you're looking for someone who can write, do they have a blog, or are they a prolific Wikipedia editor? For programmers, what are their TopCoder or GitHub scores? For salespeople, what have they sold before? If you want general hustle, do they have a track record of entrepreneurship, or at least holding a series of jobs?
Harvard Business Review
FEBRUARY 18, 2013
A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. We've been friends for a long time, so I asked: "Do you want feedback so you can do something with it? Or are you asking only because you think that's the right thing to do?".
Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage
If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.
Harvard Business Review
FEBRUARY 4, 2013
You won't believe this. There's a technological marvel that, instead of forcing you to communicate with others in writing, actually allows you to hear other people's voices and words — you can even hear the tone and volume of their voices! And wonder of wonders, they can hear you! Across any distance! It's incredible! Not many people use the device today, but it's truly in a class by itself for productive communication.
Harvard Business Review
FEBRUARY 5, 2013
I must have heard the words "we need to create a strategic plan" at least an order of magnitude more times than I have heard "we need to create a strategy." This is because most people see strategy as an exercise in producing a planning document. In this conception, strategy is manifested as a long list of initiatives with timeframes associated and resources assigned.
Business Innovation Brief brings together the best content for business innovation and strategy professionals from the widest variety of industry thought leaders.
Harvard Business Review
FEBRUARY 1, 2013
An effective team is a powerful thing. Many of us have participated on teams where the members complement each other, trust each other and find ways of working that are not only effective, but also enjoyable. For teams like this, performance is typically much higher than might be expected of the sum of individuals. And yet while teams often are where the real work gets done, most businesses don't value or manage them well.
Harvard Business Review
FEBRUARY 6, 2013
It's exactly the advice your mother didn't give you, unless your mom was a rule-breaker like my mine. Fear means go. This was one of my mom's favorite principles. She said it when I was petrified to go to school for the first time; she said it when I was going to be on live television and was nervous I had nothing valuable to say. She believed fear was a compass — an indicator of the direction you should go in if you want to become the person you have the potential to be.
Harvard Business Review
FEBRUARY 26, 2013
Manager , noun. Textbook Definition : An individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her. Modern Translation : An individual who races through the halls in a frantic attempt to make the next meeting on time while also answering e-mails on his or her mobile device.
Harvard Business Review
FEBRUARY 19, 2013
I recently received an e-mail sent to my business address that began with the salutation "Dear Ms. Anne," — the kind of greeting that suggested that the rest of the note would offer me riches from some recently deceased Estonian cousin I didn't know I had. It continued, "I know you have no idea who I am, however, I will try to keep this as short and to the point as possible" — words destined to cause a further sinking feeling about what was to come.
Speaker: Jason Cottrell and Gireesh Sahukar
Retailers know the clock is ticking–legacy SAP Commerce support ends in 2026. Legacy platforms are becoming a liability burdened by complexity, rigidity, and mounting operational costs. But modernization isn’t just about swapping out systems, it’s about preparing for a future shaped by real-time interactions, AI powered buying assistants, and flexible commerce architecture.
Harvard Business Review
FEBRUARY 6, 2013
After an accident, there is often a second of calm when you realize that you are seriously hurt. Memory captures the scene in fine detail, as if you're hovering outside your skin, before pain and confusion pull you right back in. I can still see myself getting up from a fall, almost exactly thirteen years ago, dusting snow off my tingling left arm. It looks odd, no longer in its usual place.
Harvard Business Review
FEBRUARY 13, 2013
When Karl Ronn recently said, "Companies that think they have an innovation problem don't have an innovation problem. They have a leadership problem," I listened carefully. I featured Ronn, a former P&G executive (and current executive coach and entrepreneur), in several places in The Little Black Book of Innovation , most notably for his rant against the evils of focus groups.
Harvard Business Review
FEBRUARY 21, 2013
"I can't leave now. I don't want to waste the 50 grand I paid for my master's degree.". Susan mulled over her second-year experience at a large consulting firm. She was hardly experiencing flow but didn't despise her job either. When I pressed further, she maintained a steely resolve: "Be damned if I'm going to quit the job I spent my entire school life trying to get, at the firm all of my classmates wanted to break into.
Harvard Business Review
FEBRUARY 22, 2013
When scandals rock the business world, we all go scurrying to find big causes. Human greed. Structural economic pressures. Lax regulations. Psychological research, however, suggests that one cause may be as small as a metaphor in the mind. Contesting theory, which my colleagues and I pioneered helps explain the cognitive roots of poor decision-making in competitive situations.
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Harvard Business Review
FEBRUARY 20, 2013
Outside of live televised events, advertising is easy to avoid. People can skip ads, and 46% of American homes are now equipped with DVRs. The on-demand life is only becoming more on-demand. Dish Network's Hopper with Sling DVR lets you skip ads entirely, and technically won Best in Show at CES this year. Netflix just released David Fincher's new original series, "House of Cards," to much fanfare, and instead of following the traditional release model, made all thirteen episodes available at onc
Harvard Business Review
FEBRUARY 4, 2013
In our previous blog, Bad Leaders Can Change Their Spots , we described a group of 71 leaders who were able to elevate their leadership effectiveness from the 23rd percentile to the 56th percentile — that is, from being poor leaders to good ones. While many readers were impressed that it could happen, many more were curious (and even doubtful) about how it could happen.
Harvard Business Review
FEBRUARY 12, 2013
Banner ads didn't always suck. I should know. I helped create the first one. My children tell me that's like inventing smallpox. It was October 1994, a fantastically idealistic time on the Internet. Many pioneers of digital advertising believed it possible to create advertising so useful it's a service. We knew that if we asked ourselves, "How can we help people?
Harvard Business Review
FEBRUARY 27, 2013
You are a new expatriate manager at the American subsidiary of your German firm in Chicago. With a few minutes to spare between meetings, you walk into the mail room to retrieve your mail and get a quick cup of coffee. "Hey, David, how are you?" one of the senior partners at the firm asks you. "Good, thank you, Dr. Greer," you reply. You've really been wanting to make a connection with the senior leadership at the firm, and this seems like a great opportunity.
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Innovation is key to overcoming crises. This guide outlines how businesses can navigate uncertainty by adapting strategies, embracing open innovation, and strengthening resilience. Learn how to reassess business models, engage external expertise, and build a robust innovation ecosystem. Explore the three phases of crisis response—from immediate adaptation to long-term transformation—and discover how collaboration accelerates progress while reducing costs.
Harvard Business Review
FEBRUARY 19, 2013
I never intended to disrupt my career over and again, eventually becoming a free agent. And yet it turns out that the odds were pretty good that I would disrupt myself out of corporate life — and that you might, too. My decision to go independent was set in motion over a decade ago. When my husband was on the hunt for an academic job after completing his PhD, his choices were Boston and San Antonio, both of which had the potential to cut my Wall Street career short.
Harvard Business Review
FEBRUARY 4, 2013
While dreaming and disrupting has unfettered me in many ways, it has shackled me in others. One of the most unexpected was losing a part of my identity. Once the rush of leaving a name-brand corporation wore off, it began to seep in that I could no longer call someone and say "Whitney Johnson, Merrill Lynch." It was just Whitney Johnson. I also became reacquainted with the immediate concern of putting food on the table whilst on an entrepreneurial thrill ride to zero cash flow.
Harvard Business Review
FEBRUARY 11, 2013
I was taken aback when I saw the Vigeland sculpture park in Oslo, one of Norway's most popular tourist destinations. Then I was shocked by my shock. I realized it was the first time in my life that I had ever seen depictions of fatherhood in art. Here, all around me, were depictions of masculine men tenderly embracing tiny babies, teaching toddlers their paces, or tossing teens in laughing play.
Harvard Business Review
FEBRUARY 11, 2013
Albert Einstein is often quoted (perhaps apocryphally) as saying, "If I had 20 days to solve a problem, I would spend 19 days to define it." Innovation is a particularly sticky problem because it so often remains undefined. We treat it as a monolith, as if every innovation is the same, which is why so many expensive programs end up going nowhere. So how should we go about it?
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The DHS compliance audit clock is ticking on Zero Trust. Government agencies can no longer ignore or delay their Zero Trust initiatives. During this virtual panel discussion—featuring Kelly Fuller Gordon, Founder and CEO of RisX, Chris Wild, Zero Trust subject matter expert at Zermount, Inc., and Principal of Cybersecurity Practice at Eliassen Group, Trey Gannon—you’ll gain a detailed understanding of the Federal Zero Trust mandate, its requirements, milestones, and deadlines.
Harvard Business Review
FEBRUARY 6, 2013
Business letters aren't a quaint thing of the past. Write them well, and you'll create a lot of goodwill with clients, partners, and vendors. You'll increase your profits, too — by getting key customers to renew large orders, for example, or persuading service providers to charge you less for repeat business. Here are some pointers to help you get those kinds of results with your letters: Focus on the reader.
Harvard Business Review
FEBRUARY 28, 2013
The recent political instability in Mali has cast a cloud of poor publicity over the economic and commercial rise of Africa, one of the few bright spots in the global economy. Press analysis has speculated whether political instability is endemic to Africa and likely to expand in the future. It's an important point for the many companies, from GE to Unilever, that are turning to Africa for their next wave of growth.
Harvard Business Review
FEBRUARY 5, 2013
The transition from not working to working has never been easy, but in recent years it's gotten trickier. Yes, in this slow-growing recovery there are a lot of people still looking for work; but we're also seeing a change in employers' recruitment processes. At the beginning of the recession, many hiring managers looked for people who had been laid off and offered them jobs well below their former pay level.
Harvard Business Review
FEBRUARY 13, 2013
Chairman of the President's Council of Economic Advisers is a grand title, and it's been held by some pretty impressive academic economists over the years (Arthur Okun, Marty Feldstein, Joe Stiglitz, Ben Bernanke, Cristina Romer — to name a not-entirely-randomly chosen few). But it's usually hard to detect the Chairman's fingerprints in administration economic policy.
Speaker: Yohan Lobo and Dennis Street
In the accounting world, staying ahead means embracing the tools that allow you to work smarter, not harder. Outdated processes and disconnected systems can hold your organization back, but the right technologies can help you streamline operations, boost productivity, and improve client delivery. Dive into the strategies and innovations transforming accounting practices.
Harvard Business Review
FEBRUARY 7, 2013
Growth. In my world of venture capital, we hear all the time that growth drives value. It is how some investors justify putting sky-high valuations on companies that are growing, but not yet making any money. Consider Zynga, which lost $209 million in 2012 — but is still valued at about $2 billion because of the cash it raised and because its revenue is still growing.
Harvard Business Review
FEBRUARY 28, 2013
Twenty years ago, on two different business school campuses a continent away, the seeds of social entrepreneurship were planted. At INSEAD, two students Philippe Dongier and Katie (co-author of this post) sent a school-wide email asking if anyone was interested in cultivating coursework and careers related to nonprofits. Overnight, 126 students, staff, and faculty responded — a number equal to 50% of the newly arrived class.
Harvard Business Review
FEBRUARY 15, 2013
A fascinating thing happened at the Super Bowl this year. Typically, Super Bowl advertisers meticulously plan every aspect of their presence months in advance of the big game. But this time, Coca-Cola, Audi, and Oreo didn't just limit themselves to pre-packaged creative — they also had in place rapid response teams that adapted to events as they happened.
Harvard Business Review
FEBRUARY 5, 2013
Now that the Super Bowl is over and we know who won the game, everyone's asking who won the marketing battle that surrounds it. There's so much discussion every year about who got what spot, what they paid for it, and whether or not they should have released their commercial early. But the biggest storyline out of this year's Super Bowl had less to do with the commercials themselves and more to do with the way that brands engaged with events and consumers in real-time.
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
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