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- Malmström, Malin, 1973-, et al.
(author)
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How Women Can Improve Their Venture Pitch Outcomes
- 2020
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In: MIT Sloan Management Review. - : Massachusetts Institute of Technology. - 1532-9194 .- 1532-8937.
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Journal article (other academic/artistic)abstract
- Successful entrepreneurs are aware of potentially biased responses to their pitches and take control of the conversation.
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- Richtnér, Anders, et al.
(author)
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Creating Better Innovation Measurement Practices
- 2017
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In: MIT Sloan Management Review. - : SLOAN MANAGEMENT REVIEW ASSOC, MIT SLOAN SCHOOL MANAGEMENT. - 1532-9194 .- 1532-8937. ; 59:1, s. 45-53
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Journal article (peer-reviewed)abstract
- For most companies, innovation is a top managerial priority. Business executives look at successful innovators such as Apple and Google with envy, wishing their companies could be half as innovative. To boost and benchmark innovation, managers often use quantitative performance indicators, but they struggle with identifying the right metric. Yet, our research suggests that the key managerial challenge is not identifying metrics — there is no shortage of measures to choose from. Nor should the goal be to find the perfect metric, since that quest is often futile. Rather, the crux of effective innovation measurement is to understand the problem that measurement should solve for the organization and, based on that insight, to design and implement a useful and usable innovation measurement framework appropriate to the organization’s needs. The aim of this article is to help managers ask the right questions about how to measure innovation and translate their insights into effective innovation measurement practices. We have developed a practical, step-by-step framework that helps managers identify whether their current innovation measurement practices need to change and, if so, how to go about measuring innovation more effectively.
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- Roos, Johan
(author)
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Sparking strategic imagination
- 2004
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In: MIT Sloan Management Review. - 1532-9194 .- 1532-8937. ; 46:1, s. 96-96
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Journal article (pop. science, debate, etc.)abstract
- Over the course of the past two decades, it has become increasingly, abundantly clear that companies must find ways to be more innovative, more flexible and better prepared. For the development and communication of strategy to become the inspired and inspiring process it must be, it is up to company leaders to alter their strategizing practices in three crucial, perhaps counterintuitive, ways. First, be more subjective and less generic. Second, explore new ways to stimulate insights and communication. And third, recognize that context matters. It is up to dissatisfied leaders to question the conventional formula and reinvent the components of strategy creation by engaging more of what makes people human - our imagination.
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- Sandberg, Robert, et al.
(author)
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The three challenges of corporate consulting
- 2003
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In: MIT Sloan management review. - : Massachusetts Institute of Technology, Cambridge, MA. - 1532-8937 .- 1532-9194. ; 44:3, s. 59-66
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Journal article (peer-reviewed)abstract
- For many product-oriented companies, establishing a corporate consultancy can be a good first step toward a more solutions-based orientation. As Ericsson, Shell and AT&T, among others, illustrate, the consulting unit can take a number of forms dictated by its key knowledge and its relation to the product businesses' value chain. The challenge is to determine how similar the consulting unit should be to the parent company in identity, mission and structure. Expert corporate consultancies support the product business by exploiting professional knowledge. Their choice of strategy depends on the nature of the ties between the product business and the consultancy. The four types of corporate consultancy - spearhead, expert, integration and know-how - are continuous rather than rigid. Some consultancies switch types as their mission changes. For managers, engaging in a solutions strategy by establishing corporate consultancies means building a conflict into their organization, a conflict between a product-oriented logic and a customer-oriented one.
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- Svahn, Fredrik, 1972-, et al.
(author)
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Mastering the digital innovation challenge
- 2017
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In: MIT Sloan Management Review. - : Massachusetts Institute of Technology. - 1532-9194 .- 1532-8937. ; 58:3, s. 14-16
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Journal article (peer-reviewed)
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| 10. |
- Björk, Jennie, et al.
(author)
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Creating Better Innovation Measurement Practices
- 2017
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In: Mit Sloan Management Review. - : Sloan Management Review Association. - 1532-9194. ; 59:1, s. 45-53
-
Journal article (peer-reviewed)abstract
- For most companies, innovation is a top managerial priority. Many managers look at successful innovators such as Apple Inc. and Google Inc. with envy, wishing their companies could be half as innovative. To boost and benchmark innovation, managers often use quantitative performance indicators.1 Some of these indicators measure innovation as results or outcomes such as sales from new products. Others measure innovation as a process, using metrics such as the number of innovation projects in progress. And some track input measures such as the number of ideas generated, while still others focus on the innovation portfolio, by looking at factors such as the percentage of investments in breakthrough projects versus product line extensions.
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