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The story behind Dean Kamen's Segway scooter, and his combustive meeting with the kingpins of Apple and Amazon. Excerpt from Code Name Ginger. by Steve Kemper Steve Kemper was given complete behind-the-scenes access to Dean Kamen and the Segway design team during development of the much-hyped "human transporter." The result: A new book, Code Name Ginger. Here's an excerpt. —Ed. Evidently, he's alw
Consumers appear increasingly willing to make purchase decisions based upon their emotions about a product—how it looks, or sounds, or makes them feel using it. But the traditional design process based on user experience goes only so far in creating radical innovation. Harvard Business School visiting scholar Roberto Verganti is exploring the new world of "design-driven innovation." Key concepts i
Archive Done Deals: Venture Capitalists Tell Their Story: Featured HBS John Doerr As a young venture capitalist, John Doerr (HBS MBA '76) became one of the first flag bearers for the Internet generation at a time when most entrepreneurs were in their teens and twenties — younger than Doerr himself. Doerr joined Kleiner Perkins in 1980, at the beginning of a decade in which, he says, "we witnessed
Borrowing a practice that is common in the open source software community, HBS professor Karim R. Lakhani and colleagues decided to see how "broadcasting" might work among scientists trying to solve scientific problems. The results? Promising for many types of innovation, as he explains in this Q&A. Key concepts include: Practices in the open source software community offer a model for encouraging
A great productivity enhancer? Ha! E-mail can be a tremendous waste of time unless you know how to tame the savage beast, says Stever Robbins. by Stever Robbins Being at or near the the top of your organization, everyone wants a piece of you. So they send you e-mail. It makes you feel important. Don't you love it? Really? Then, please take some of mine! Over 100 real e-mails come in each day. At t
Business literature is packed with advice about worker motivation—but sometimes managers are the problem, not the inspiration. Here are seven practices to fire up the troops. From Harvard Management Update. by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer Most companies have it all wrong. They don't have to motivate their employees. They have to stop demotivating them. The great majo
Archive Does Your Company Belong in the Blogosphere? Bloggers have damaged a number of companies, but it's time to think of the blog as your friend. Skillful blogging can boost your company's credibility and help it connect with customers. From Harvard Management Communication Letter. by Katherine Heires When Bob Lutz, the vice chairman of product development at General Motors, wants to get quick
IPod is a household name and Apple continues to dominate the digital music market with its latest offerings. Will podcast-editing tools be next? Here's what Apple might be thinking on a strategic level, from Strategy and Innovation. by John Boddie Apple Computer's recent domination of the digital music environment provides a surprising example of the disadvantages of being first to market. The inn
It's hard to dream five years out when your organization is doing all it can to take care of the here and now. This article from Harvard Management Update offers a new lens for positioning growth efforts within your company while staying focused on your core strengths today. by Paul Michelman It is a classic leadership challenge of the early twenty-first century: How do you steer your business and
We all should learn from failure—but it's difficult to do so objectively. In this excerpt from "Failing to Learn and Learning to Fail (Intelligently)" in Long Range Planning Journal, HBS professor Amy Edmondson and coauthor Mark Cannon offer a process for analyzing what went wrong. by Amy Edmondson and Mark D. Cannon It hardly needs to be said that organizations cannot learn from failures if peopl
Schneider National provides a study on how focusing on just the right capabilities can lead to greater success than ongoing internal innovation. From Harvard Management Update. by Michael Hammer Operational innovation is notoriously difficult. The power of creating and deploying new ways of performing fundamental business processes is indisputable; it has been the springboard to success for leadin
Archive Decisions Don't Wait - Andy Grove on the Confident Leader Intel's famous chairman discusses decision making, intuition, and corporate governance with professor Clayton M. Christensen and Harvard Business School Publishing Editorial Director Walter Kiechel. According to Andrew S. Grove, chairman and co-founder of Intel, when a company's understanding of itself shifts, when it changes its st
Few people enjoy talking about succession plans, performance problems, and pay, but sometimes you must. Christina Wing offers five rules for navigating thorny conversations in the workplace, and makes the case for tackling even sensitive topics, like age, health, and politics
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