Bill Fischer
AUGUST 29, 2011
Among the leadership traits which have made Steve Jobs so effective as an innovator has been the ability to create an inspiring vision for talented people to work towards and then get out of their way so that they could make full-use of their talents in pursuit of this vision. [.].
Innovation 360
AUGUST 4, 2011
Social Innovation and sustainable thinking is emerging, business leaders shifting focus using social and sustainable thinking sharpening their competitive advantages. Interested reading more? Have a look at our new trend watch at [link]. The post Buy 10,000 green mil and get an Audi for free appeared first on Home of Innovation.
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Harvard Business Review
AUGUST 25, 2011
In a rare reflective moment Steve Jobs, after the launch of the iPad, mentioned Apple's DNA. He said: "Technology alone is not enough. It's technology married with the liberal arts, married with the humanities, that yields the results that makes our hearts sing. Nowhere is that more true than in these post-PC devices.that need to be even easier to use than a PC, that need to be even more intuitive than a PC; and where the software and the hardware and the applications need to intertwine in an ev
Bill Fischer
AUGUST 29, 2011
Amidst all of the well-deserved praise for what Steve Jobs accomplished in his all two brief stints as CEO of Apple, thereshouldalso bea search for lessons that might be applied elsewhere: what made Apple so extraordinarily successful? And, should we/could wedo it in our industry? If we define strategy [.].
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.
Bill Fischer
AUGUST 22, 2011
This year marks the 180th anniversary of the sailing of the Beagle , and the beginning of a dramatic revolution in our understanding of life's origins and the world around us. Charles Darwin, the ultimate hero in all of this, was only twenty-two years old when the Beagle set sail. [.].
Bill Fischer
AUGUST 1, 2011
At risk of being lost in the collective sigh of relief that is accompanying Washington's apparent settlement of the debt-ceiling crisis, there are a number of significant decision-making lessons crying-out to be heard by leaders from all walks of life. Most important of these is that what we have just [.].
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
AUGUST 8, 2011
One of the maxims of being a leader is to make yourself replaceable. I can't remember what business guru said it, likely because they lost their job before becoming famous. Like a lot of people, working to make myself replaceable is not an easy concept for me. I have spent the majority of my life trying to make myself irreplaceable as an analyst/decision maker since spending all of 2nd grade analyzing the optimal All Star Baseball spin card lineup (hint: leading off George Sisler was the key).
Harvard Business Review
AUGUST 2, 2011
Every business wants workers who passionately love their work. And for good reason: workers who are inspired are more productive, and passion can provide the energy necessary to fuel engagement, amidst obstacles and setbacks. But while passion seems clearly desirable, recent psychological research suggests that not all forms are adaptive. In fact, some forms can be downright detrimental.
Harvard Business Review
AUGUST 3, 2011
Life is full of twists and turns and it is sometimes easy to get sick of the many gyrations that are needed to make a business thrive, a project launch, or even to get internal signoff in some bureaucratic version of the Hokey Pokey. It would be so easy to quit. But a part of you knows that many a failure turns into the big success story. In start-up land, Air B&B notably went for 4 years with scraping the barrel kind of funding and just recently received $112 million.
Harvard Business Review
AUGUST 15, 2011
When former auto executive Lee Iaccoca titled a book, " Where Have All the Leaders Gone ?" he was decrying the sorry state of leadership, not asking about particular places. Currently, the question is more literal and immediate: Where have all the leaders gone on vacation? And when economies are in meltdown, and the vacation places are Tuscany, the Riviera, and Martha's Vineyard, another question is: Should be they be going at all?
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
AUGUST 25, 2011
Herewith, without further ado, a minor eulogy for Steve Jobs the CEO. When you look at the global economy today, here's what might strike you: Apple is an organization almost singularly unlike the massed hordes and would-be contenders to the throne that surround it. It is the one company seemingly tuned to hit the revolutionary apex, not race past the lowest common denominator.
Harvard Business Review
AUGUST 26, 2011
There's an unnoticed population of employees in business today. Strangely enough, they're also the majority. The diagram below illustrates the labels that organizations often use (knowingly or unknowingly) to classify their employees. The y-axis focuses on how a professional is measured on meeting the organizational performance criteria that fuel the business engine.
Harvard Business Review
AUGUST 17, 2011
It's impressive that Warren Buffett has earned billions of dollars. It's even more impressive that he's the only billionaire with the good grace and social conscience to state the obvious: people like him ought to be paying far higher taxes than they do, especially in these debt-riddled times. But what's most impressive about Warren Buffett is that he recognizes his wealth and success are not simply a function of his skills.
Harvard Business Review
AUGUST 4, 2011
Featured Guest: Robert Kaplan, Harvard Business School professor and author of What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential. Download this podcast.
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Harvard Business Review
AUGUST 29, 2011
Tapping its rich mine of educated female talent has been an important factor in allowing India to become one of the world's fastest-growing economies. But recently this particular dynamo has been showing signs of strain. According to "Women of Tomorrow," a recent Nielsen survey of 6,500 women across 21 different nations, Indian women are the most stressed in the world today.
Harvard Business Review
AUGUST 9, 2011
Did you follow the mini-flap about the fake Apple store in China? A blogger who calls herself BirdAbroad found a Chinese store that looked almost exactly like one of Apple's iconic retail outlets , complete with winding staircase, walls lined with Apple products, and employees dressed in blue T-shirts and Apple name tags. The problem? The store was in the southwestern city of Kunming.
Harvard Business Review
AUGUST 26, 2011
On June 12, 2005, in his commencement address to Stanford's graduating class, Steve Jobs revealed: "When I was 17, I read a quote that went something like: 'If you live each day as if it was your last, someday you'll most certainly be right.' It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: 'If today were the last day of my life, would I want to do what I am about to do today?
Harvard Business Review
AUGUST 9, 2011
Teresa Amabile , Harvard Business School professor and coauthor of The Progress Principle , explains the importance of small wins at work.
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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
AUGUST 29, 2011
"If I had asked people what they wanted, they would have said faster horses.". We've all been in conversations on the topics of creativity and innovation when Henry Ford's most famous adage is (excuse the pun) trotted out, usually accompanied by a knowing smirk and air of self-evidence. Battle lines are quickly drawn. One side vehemently argues the merits of innovating vis-Ã -vis customer feedback; the other argues that true innovation is created by singularly gifted visionaries who ignore custom
Harvard Business Review
AUGUST 8, 2011
Recent headlines have focused on the debt ceiling , the recent credit rating downgrade , unemployment , and the other thorny fiscal challenges facing the United States. But consider this: increasing the country's average growth rate by one percentage point over the next 20 years would not only result in much higher incomes and more jobs for all Americans but would also obviate the need for drastic spending cuts today to reign in the government deficit.
Harvard Business Review
AUGUST 9, 2011
I know a senior executive at a large corporation who has a big problem. John is smart and knows the business backwards, but people don't believe in him. They don't say anything directly to him. Instead, they complain to each other. Some say he is controlling; others say he is not a "people person.". John holds positional power, but he lacks the personal authority of a real leader.
Harvard Business Review
AUGUST 9, 2011
The morning coffee break had wrapped up and we were back at it, involved in a deep discussion. Some people were at the whiteboard, some debating one another, and some listening attentively as we batted an issue around the room. The door to the conference room swung open and it seemed that a new member was joining the meeting. That is, until he didn't.
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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
AUGUST 8, 2011
Why is this mysteriously reluctant so-called non-recovering recovery , at this point, as persistent as the proverbial psychotically obsessed ex from hell? I believe we stand on the cusp of a great turning point in human exchange: a quantum leap from opulence to eudaimonia. A shift from the pursuit of more, bigger, faster, cheaper, nastier, to the pursuit of lives lived meaningfully well.
Harvard Business Review
AUGUST 29, 2011
In a volatile world, anxiety and uncertainty make people a little testy. Cranky people can drag everyone else down by spreading negativity and sowing seeds of doubt just when leaders need commitment. And when everyday crankiness is exacerbated by performance problems, then the merely grumpy can become disgruntled former employees out to do damage to the team.
Harvard Business Review
AUGUST 4, 2011
When I was in graduate school, Phil Daniels, then a psychology professor at Brigham Young University , taught us about a feedback mechanism he called the SKS form. It was simply a process whereby we would ask others what we should stop (S), keep (K), and start (S) doing, given a particular role we might have as a teacher, friend, spouse, father, mother, etc.
Harvard Business Review
AUGUST 18, 2011
In the movie Office Space — a comedy about work life in a typical 1990s software company — the protagonist, Peter Gibbons, has eight different bosses. All of them, seemingly unaware of each other, pass by his desk and tell him what to do. While the film is most certainly a satire, for some, it is not far from the truth. More and more people report to more than one boss and learning to handle multiple managers is an essential skill in today's complex organizations.
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
AUGUST 30, 2011
How well do you ask questions ? From my experience, most managers don't think about this issue. After all, you don't usually find "the ability to ask questions" on any list of managerial competencies; nor is it an explicit part of the curriculum of business schools or executive education programs. But asking questions effectively is a major underlying part of a manager's job — which suggests that it might be worth giving this skill a little more focus.
Harvard Business Review
AUGUST 22, 2011
A frustrated CEO recently shared with me that her employees had lost their edge. They were internally focused, their speed-to-market was down, and they couldn't find a good balance between serving customers well while making healthy margins. The result was slow progress against the company strategy and an inability to profitably deliver on the value proposition.
Harvard Business Review
AUGUST 16, 2011
If you're not familiar with the law of diminishing returns , it states that at a certain point adding more effort will not produce significantly more gains. The challenge is knowing when you've reached that point. For many managers this is an important question: How far do I keep going on a project before I declare that it's "good enough" — and that further effort will not significantly change the outcome?
Harvard Business Review
AUGUST 4, 2011
This post is part of the HBR Insight Center Marketing That Works. Are you skeptical about using digital and social media in business marketing? Think it's only for consumers, and that business customers don't have time for it? Your competitors don't think so. And they are gaining competitive advantage by embracing new digital and social methods of connecting with their customers.
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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