Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? Common methods and tools.

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

JANUARY 22, 2018

It is tempting to regard artificial intelligence as a threat to human leadership. There is no reason to believe that leadership will be spared the impact of AI. A shift from the hard to soft elements of leadership is not exclusive to the AI age. Insight Center. Assessing the opportunities and the potential pitfalls.

Leadership 28

Leadership Agile Emotional Intelligence Benchmarking 28

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

MARCH 22, 2017

The metrics also changed. This program gives employees across all disciplines and levels tools to educate them on the company, its culture, products and services, and how they solve its customer’s needs. The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?”

Marketing 53

Marketing Agile Fashion Sales 53

Harvard Business

OCTOBER 3, 2018

In the following months, the CMO began to look for opportunities where her team could proactively step “into the gap” — to take a leadership role on an opportunity that none of the other functions picked up. As an example, the CEO had been discussing the importance of driving more agile decision making.

Advertising 28

Advertising Agile Marketing Meeting 28

Johanna Rothman

APRIL 19, 2023

We needed to determine what prevented senior leadership (and everyone else) from collaborating. We have plenty of tools and opportunities to measure what's easy. How satisfied are we with our people, product, and cultural leadership? Tim had good reasons to worry about those cultural changes. Measuring the outcomes we need?

Meeting 88

Meeting Culture Leadership Metrics 88

Harvard Business

DECEMBER 13, 2017

Defining and tracking success metrics. That said, having a basic technical understanding of what is “under the hood” and mastery of the tools that PMs use is definitely important for the role, anywhere. The art of resource allocation (it is not a science!). Performing market assessments. Pricing and revenue modeling.

Productivity 28

Productivity Management Engineering Case Interview 28

Epicflow

JUNE 17, 2022

Efficient product portfolio management allows a company to be agile and respond to arising market demands. Every product in the portfolio should be evaluated with the help of one of the product success metrics. A modern Product PM tool should have the following capabilities: What-if simulation using predictive analytics; .

Productivity 98

Productivity Management Resources Software 98

Harvard Business

MAY 7, 2018

more likely to refresh critical marketing metrics and dashboards at least weekly. Whether it’s a larger enterprise or a new brand, our research found that being agile and working across business silos is key for marketers to find and engage the right audience and motivate them to action. Beaudin: No. Size doesn’t matter.

Data 28

Data Marketing Bain Media 28

Harvard Business

OCTOBER 27, 2017

And they point the way toward more effective behaviors and attitudes, and guide the use of appropriate practices, tools, and techniques aligned with the business’s needs and challenges. The importance of active and visible leadership cannot be overstated. Our aim was to develop simple, clear, robust, and practical guidance.

Strategy 28

Strategy Strategy Strategy& Resources 28