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Shortly after Jim Hackett became CEO of Steelcase in 1994, the office-furniture manufacturer introduced two products. The Leap chair was a great success. But the Pathways office cubicle system ran into trouble from the start, plagued by R&D disputes, distribution misunderstandings, and product recalls. In this first-person account, Hackett explains how a company could fail as well as succeed.
If you're looking for an effective and proven approach to product management - one that recognizes that the majority of product managers enter the field with little or no training and must learn through trial and error - this is the book for you. Take Charge Product Management guides you step-by-step along the product management path with tips, tactics, and tools to make you and your products more successful.
To really win customer's loyalty, forget the bells and whistles and just solve their problems.
The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
In The Culture Code, Daniel Coyle goes inside some of the world's most successful organizations - including Pixar, the San Antonio Spurs, and the US Navy's SEAL Team Six - and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation and explains how diverse groups learn to function with a single mind.
Shortly after Jim Hackett became CEO of Steelcase in 1994, the office-furniture manufacturer introduced two products. The Leap chair was a great success. But the Pathways office cubicle system ran into trouble from the start, plagued by R&D disputes, distribution misunderstandings, and product recalls. In this first-person account, Hackett explains how a company could fail as well as succeed.
If you're looking for an effective and proven approach to product management - one that recognizes that the majority of product managers enter the field with little or no training and must learn through trial and error - this is the book for you. Take Charge Product Management guides you step-by-step along the product management path with tips, tactics, and tools to make you and your products more successful.
To really win customer's loyalty, forget the bells and whistles and just solve their problems.
The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
In The Culture Code, Daniel Coyle goes inside some of the world's most successful organizations - including Pixar, the San Antonio Spurs, and the US Navy's SEAL Team Six - and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation and explains how diverse groups learn to function with a single mind.
Roberto Verganti, a professor of the management of innovation at Politencnico di Milano, writes about how companies can systematically create innovations that customers don’t even know they want.
This article was first published in the October 2011 issue of Harvard Business Review.
Well presented article on how an organization might plan product breakthroughs. Entire article revolves around a single story but I think it is stronger for not digressing. It does not fully prepare the reader for the implementation but discusses several of the strategies.
I dont have much to say about this one, kinda boring, not much new info.