Leading Blog

MARCH 18, 2011

[As a leader], you—not the IT department, nor the VP of IT, nor the chief information officer (CIO)—must understand, drive and be accountable for how technology is structured in order to reach the strategic goals of the operation….Technology The thing you want to be these days is a “fast follower.”

Chief Information Officer 284

Chief Information Officer CIO ROI Technology 284

N2Growth Blog

SEPTEMBER 29, 2018

In the text that follows, I’ll provide you with 4 constructs to help you evolve your thinking around digital transformation. Your business now operates as part of a global digital eco-system where leveling the playing field has become a digital impossibility.

Leadership 346

Leadership Business Model Engineering Fast Follower 346

Harvard Business Review

MARCH 4, 2014

In my experience, most companies are risk-averse and like to fashion themselves as great “fast followers.” But Kruschwitz makes an important point: “Being a fast follower on climate change…may be more complex and require longer lead times than most companies are anticipating.” That’s exactly right.

Supply Chain 9

Supply Chain Company Short-term Fast Follower 9

Harvard Business Review

SEPTEMBER 6, 2012

The mobile devices that have been most affected by the jury's decision are a combination of the Android operating system, physical product design that's reacting to current market trends, and a hodgepodge of third-party apps and software. Samsung has built its name over the past two decades on being the world's greatest Fast Follower.

Innovation 16

Innovation Supply Chain Short-term Long-term 16

Harvard Business Review

FEBRUARY 12, 2013

But it's critically important if yours is a fast-growing organization. For example, if you are planning to add new sites, you'll probably need to develop a cadre of site directors, and possibly a vice president for field operations. Scaling Social Impact Insights from HBR and the Bridgespan Group.

Banking 8

Banking Fast Follower Tools Survey 8

Harvard Business Review

JANUARY 23, 2014

Rather it’s an on-going nipping and tucking of organizational resources to achieve both growth and efficiency at multiple levels: the company overall, the operating group level, and even within functional groups like human resources and information technology. Operations Organizational culture'

Ulrich 8

Ulrich Cost Efficiency Consultative 8

Harvard Business Review

JUNE 1, 2015

The contrast could not be clearer: Amazon – fearlessly making big, risky bets like a serial entrepreneur; and Microsoft, eschewing disruptive innovation in favor of remaining the “ fast follower ” it has always been, wringing profit from previously proven technologies.

Company 8

Company Software Long-term Short-term 8