Scenario: WebCo, a company with about 200 contributors, was having trouble keeping projects on schedule. An analysis of the root causes showed that engineers worked long days. Many of these workdays included many meetings that were not about their highest priority project. The VP of Engineering suspected that her staff were getting stretched too thin. …
Scenario: a product development team at a medical device company had a testing phase that ran far longer than expected. This delay rippled throughout the project and had serious implications downstream. After the project was complete, the team leader wanted to go back and figure out why the test phase had not gone as planned. …
The two most common product development metrics are R&D spending as a percent of sales and revenues from new products over time. These metrics, although necessary to track, do not predict a result. There’s no linear relationship between R&D spending and new product success. For example, a company might allocate ten percent of its R&D …
Innovative cross-functional teams in technology companies often depend on individuals with highly technical, specialized skills. They’re on the edge, extending their disciplines where they haven’t been before. Teams like this require upper management support that enables their success. It does not need micromanagement – or its opposite, chaotic management that is no better than neglect. …
Every bold innovation involves messiness. The Chief Product Officer at Adobe reveals how to use it to succeed. In my work advising and consulting to some of the world’s most innovative companies, I see the best of the best practices for managing innovation. I also get a behind-the-scenes view of what really goes on during the innovation process itself–and …
With all the hype these days around the impending disruptions on the horizon such as blockchain, artificial intelligence, augmented reality and the like, it’s natural to assume that breakthrough innovation requires breakthrough technology. And if you consider the mind-boggling burn rates of recent innovation icons like Uber, WeWork, and MoviePass, it’s also easy to assume that monstrous investments are …
How to transform a boring leadership offsite into an inspiring springboard for the future I’ve been fortunate to work with thousands of executives from many household names over the past 20 years. There’s one thing just about every company and every leadership team share in common – the annual offsite. Most offsites focus on building big visions, crafting …
The world we live in is in a constant state of change. A 2014 study hinges on that axiom, attempting to quantify the accelerating rate of said change in a business/enterprise capacity by looking at the entry and exit of U.S. corporations in the S&P 500 index. “In 1958, corporations listed in the S&P 500 …
The growth stage of a startup is scary and painful. With perfectly good intentions, founders make this mistake, that may lead to the company’s failure. When a startup is born, its founders are the creators of everything. They are the ones responsible for product (or service) development, for initial marketing and sales, and everything else that’s needed. They get their …