Remove 2013 Remove Development Remove Efficiency Remove Metrics
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Build Team Resilience: Work “Anywhere” and “Anytime” (Part 3)

Johanna Rothman

This includes the team's board and the team's metrics. I wrote Lessons Learned from Leading Workshops about Geographically Distributed Agile Teams with Shane Hastie back in 2013. The developers were in New York, the testers in Vietnam. One week, the developers forgot to release their licenses when they left for the day.

Agile 80
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Social Media Is Too Important to Be Left to the Marketing Department

Harvard Business

Since 2013 the number of customers who expect a response through social media has doubled, according to research from Sprout Social , yet seven out of eight messages to companies go unanswered for 72 hours. Develop a social care team that can address all areas of social information efficiently and effectively.

Media 28
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How Companies Are Benefiting from “Lite” Artificial Intelligence

Harvard Business

At the high end of artificial intelligence are systems like cognitive computing that are allowing driverless cars and other machines to develop the capacity to learn from their experiences in the world — by incorporating nuances, remembering outcomes, and adapting to mistakes. (A First, let’s get our bearings.

Company 28
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The Comprehensive Business Case for Sustainability

Harvard Business

Managing risks therefore requires making investment decisions today for longer-term capacity building and developing adaptive strategies. Recognizing the growing consumer interest in sustainable products and looking to solve consumer challenges such as high energy costs, CPG companies have developed new products to gain access to this market.

Study 28
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Transformational Leadership: Changing Culture to Fuel Financial Success

Organizational Talent Consulting

Company cultures centered on efficiency thinking have flooded the marketplace with low-cost, widely available products and resulted in tremendous waste and social issues (Brown, 2009). To maximize their technology and talent investments, organizations need a culture that aligns with data-driven decision-making (Bartlett, 2013).

Culture 52
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The U.S. Media’s Problems Are Much Bigger than Fake News and Filter Bubbles

Harvard Business

Like marketers, politicians obsess over messaging (what journalists would call “content”) and a few key metrics that historically have determined success: amount of television advertising, number of “foot soldiers,” intensity of get-out-the-vote operations, and voter demographics. Two developments bear noting.

Media 35