Boxes and Arrows
OCTOBER 29, 2013
'What makes a marketing e-mail or newsletter efficient? One can judge, for instance, by the number of users that opened the message or clicked on a specified element representing primary action, such as a product link or button. Those indicators measure user engagement precisely; however, they are limited to the last phase of interaction with e-mail or newsletter.
Bill Fischer
OCTOBER 6, 2013
Andy Hertzfeld Mac team veteran photo by Karen T. Borchers/MCT/Newscom Who among us would not wish to have been a part of Apple's iPhone team? Sure, the work was hard, and they faced huge challenges and demanding, unreasonable, leaders -- iPod hero Tony Fadell captured the enormity of what the iPhone [.
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Innovation Leader
OCTOBER 30, 2013
Ryan Armbruster of UnitedHealth Group shares an outline of how the company structures its annual Innovation Day event and discusses his initial skepticism about it.
CorporateIntel
OCTOBER 28, 2013
Apple unveiled a bunch of new products last week, including numerous options in shape, size, and price point for a fuller line of iPads. Many of these products are desirable and will make great holiday gifts, but none comes close to pioneering a new category of experience. These are known as brand extensions, variations on a theme for already desirable existing successes.
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
OCTOBER 1, 2013
'The American worker just can’t seem to get a break. Automation is wiping out whole job categories, from cashiers to machine-builders, while pressures from globalization, trade, and new Internet-driven business models have disrupted industries and displaced hundreds of thousands of workers. And the prescribed solution — education — is becoming increasingly unaffordable for most Americans.
Boxes and Arrows
OCTOBER 22, 2013
'Through social psychology and cognitive science, we now know a great deal about our own frailties in the way that we seek, use, and understand information and data. On the web, user interface design may work to either exacerbate or counteract these biases. This article will give a brief overview of the science then look at possible ways that design and implementation can be employed to support better judgements.
Business Innovation Brief brings together the best content for business innovation and strategy professionals from the widest variety of industry thought leaders.
Bill Fischer
OCTOBER 15, 2013
"An American in Paris: Four words that conjure a milieu, now long gone." And gone now, with them, is The International Herald Tribune, as well. Roger Cohen, formerly a columnist for the IHT, and presently now with The New York Times, and whose voice lamented the departure of "An American [.
Bill Fischer
OCTOBER 15, 2013
"An American in Paris: Four words that conjure a milieu, now long gone." And gone now, with them, is The International Herald Tribune, as well. Roger Cohen, formerly a columnist for the IHT, and presently now with The New York Times, and whose voice lamented the departure of "An American [.
Innovation Leader
OCTOBER 28, 2013
VP of innovation and entrepreneurship David Butler shares the experiments Coke is trying internally and externally as a way to “regenerate the culture” of the 150,000 employee company.
Innovation Leader
OCTOBER 21, 2013
Companies like Campbell's Soup, Coca-Cola, and Hasbro have started to organize hackathons as a way to get outsiders building prototypes.
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.
Innovation Leader
OCTOBER 18, 2013
What is the optimal relationship between an innovation/team group and the lines of business? Is there a ‘golden rule’ for how close or how far away it should be?
Innovation Leader
OCTOBER 16, 2013
Steve Case sat down with Innovation Leader to discuss some of the defensive tendencies of established organizations, and how to overcome them.
Innovation Leader
OCTOBER 11, 2013
With an initiative dubbed "More Disruption Please," CEO Jonathan Bush decided to give other companies access to his customer base.
Innovation Leader
OCTOBER 7, 2013
The healthcare giant, headquartered in New Jersey, is opening innovation centers in Silicon Valley, Shanghai, London, and Boston.
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Innovation Leader
OCTOBER 1, 2013
Corporate venture investing is on the rise. But if you're considering jumping in, are you doing it for the right reasons? We talked to current and former investors.
Harvard Business Review
OCTOBER 16, 2013
'It’s 1958, and Patricia Bays Haroski, a State Farm Insurance Company employee, wants people to formally recognize their boss on October 16th. Her goal? Improve the relationship between bosses and their direct reports. That date? She apparently picked it because it was her father’s birthday, and she thought he was a good boss. Fast-forward exactly 55 years, and today people from the U.S. to Australia, India, South Africa, and six other countries are honoring their bosses (or are at least pretend
Harvard Business Review
OCTOBER 2, 2013
'Men who were told their romantic partners had scored in the bottom 12% on a test felt better about themselves, unconsciously, than those whose partners were said to have scored in the top 12% ( 0.47 versus 0.25 on a zero-to-0.7 “implicit self-esteem” scale), according to Kate A. Ratliff of the University of Florida and Shigehiro Oishi of the University of Virginia.
Harvard Business Review
OCTOBER 30, 2013
'It was Abraham Maslow who gave us that famous observation — “when the only tool you have is a hammer, everything looks like a nail.” We all understand the implication: Anyone attempting to solve an ambiguous problem should start out in possession of a broad set of tools. It is curious, then, that we continue to fall into the trap of reaching for one dominant tool for measuring the success of nations –- a narrow gauge of economic growth — and believing that the fixes it suggests are
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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
OCTOBER 28, 2013
'You know the alien cults that announce to their followers that next year, on October 28 th , at precisely 4:05 pm, the master race will arrive, and save humanity? Of course, the aliens never arrive. But that doesn’t stop the cult from believing. It only strengthens their belief. If, as I’d bet you do, you’re head-shakingly familiar with said cults, allow me to ask you a question.
Harvard Business Review
OCTOBER 25, 2013
'The World Economic Forum has just come out with their latest data on global gender equality, and the short version could well be this old Beatles lyric: “I’ve got to admit it’s getting better. A little better, all the time. (It can’t get more worse.)”. I talked with Saadia Zahidi, a Senior Director at the WEF and their Head of Gender Parity and Human Capital.
Harvard Business Review
OCTOBER 18, 2013
'To mark his contribution to the hallowed halls of management comedy, we’re profiling Dilbert creator, Scott Adams , in this month’s issue of HBR. He was kind enough to lend us his 550-page tome Dilbert 2.0: 20 Years of Dilbert , where he reveals that more than a handful of the comics documented in his legendary workplace strip actually came straight – sometimes verbatim – from his readers’ work-lives, and his own.
Harvard Business Review
OCTOBER 11, 2013
'In high school, I was on the cross-country running team. I was only a decent athlete, and midway through the season, my coach demoted me to the “B team.” I wanted to prove to him I deserved to be back on the “A team,” so I launched into my first “B race” at a far faster pace than normal. I was leading the pack almost the entire way, and, even though my legs were burning, I thought that I could win, get a shiny medal, and more importantly, get my deserved promotion higher up the team pecking ord
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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
OCTOBER 9, 2013
'Why do people who consider themselves good communicators often fail to actually hear each other? Often it’s due to a mismatch of styles: To someone who prefers to vent, someone who prefers to explain seems patronizing; explainers experience venters as volatile. This is why so many of us see our conversational counterparts as lecturing, belaboring, talking down to us, or even shaming us (if we are venters and they are explainers) or as invasive, out of control, and overly emotional (if we’re an
Harvard Business Review
OCTOBER 29, 2013
'Great leaders tell it like it is. In other words, they focus on reality, no matter how painful or unpleasant it might be, and then figure out what to do about it. In contrast, less effective leaders sometimes avoid hard truths, argue with the data, and delay tough decisions. While it’s easy to be critical of leaders who can’t face the facts, the truth is that most of us engage in denial at one time or another, usually without even knowing it.
Harvard Business Review
OCTOBER 4, 2013
'For decades, strategy gurus have been telling firms to differentiate. From Michael Porter to Costas Markides and through the Blue Oceans of Kim and Mauborgne, strategy scholars have been urging executives to distinguish their firm’s offerings and carve out a unique market position. Because if you just do the same thing as your competitors, they claim, there will be nothing left for you than to engage in fierce price competition, which brings everyone’s margins to zero – if not below.
Harvard Business Review
OCTOBER 8, 2013
'I challenge all consultants to spend some time — at least a year — back in a “real” job, working shoulder to shoulder with the same kinds of people who pay for their advice. So few authors and experts are willing to do this, because they’re afraid. They know it’s much harder to be accountable for a real team, in a real company, for a real project, than it is to critique and advise from the safety of the sidelines.
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
OCTOBER 8, 2013
'Ask your employees this: “How would you like to be rewarded for your efforts and performance, in addition to your fixed salary?” They will likely respond by asking for a cash reward in the form of a raise or bonus, which they can then spend on themselves. They might even convince you that spending this extra cash on the newest tablet on the market, or Daft Punk’s next album, will motivate them to work “harder, better, faster, stronger.”.
Harvard Business Review
OCTOBER 28, 2013
'You hate that people consistently show up to meetings late. You find your company’s maternity policy woefully inadequate. You think the company’s IT system is out of date. It’s normal to be bothered by work issues like these, but when do you move from complaining to taking action? How do you decide which battles to fight? What the Experts Say. One thing is certain — you can’t take on every problem at work.
Harvard Business Review
OCTOBER 3, 2013
'A very important meeting is held, and you’re not invited. At this meeting, a senior leader announces that since targets were not reached, 150 managers will be laid off, and the purpose of this meeting is to create a list identifying exactly who those people will be. The key question for you is, “How do you keep your name off that list?”. In the 1960s Melvin J.
Harvard Business Review
OCTOBER 7, 2013
'When entrepreneurs first start their businesses, they are usually involved in everything: running operations, keeping the books, and making sales calls. But as a company grows, one of the smartest things an owner can do is to fire herself from role after role. Letting go of anything critical to business outcomes is a challenge, but successful entrepreneurs have all learned to replace themselves – and serial entrepreneurs even develop it as a skill.
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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