Product Delivery Resources

Top Leadership Tips: The H.B.R. Leading Innovation Bundle

Five Harvard Business Review Articles by Organizational Leadership Experts. Free for a Limited Time, Compliments of Jama.

Are you researching modern product management or product development tools and solutions? Are you frustrated by inadequate requirements management; test and compliance management; and definition, features and specifications management? Do you seek comprehensive, business-wide intellectual property organization and oversight that keeps up with the pace of innovation your teams must maintain? Download Jama’s Harvard Business Review Leading Innovation Bundle, and learn how companies in different industries handle problems just like yours.

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Articles you’ll receive:

“Special Forces Innovation: How DARPA Attacks Problems”
by Regina E. Dugan and Kaigham J. Gabriel

The Pentagon’s Defense Advanced Research Projects Agency (DARPA) arguably has the longest-standing track record of radical invention in history. Over the past 50-plus years, DARPA has produced an unparalleled number of breakthroughs, including the internet, global positioning satellites, stealth technology, MEMS, and carbon composites. The agency’s advances are now used in everything from smartphones to sporting equipment to artificial limbs, and it has played a central role in creating a host of multibillion-dollar industries.

“The Discipline of Business Experimentation”
by Stefan Thomke and Jim Manzi

The data you already have can’t tell you how customers will react to innovations. To discover if a truly novel concept will succeed, you must subject it to a rigorous experiment. In most companies, tests do not adhere to scientific and statistical principles. As a result, managers often end up interpreting statistical noise as causation—and making bad decisions.

To conduct experiments that are worth the expense and effort, companies need to ask themselves these important questions.

“The Focused Leader”
by Daniel Goleman

Attention is the basis of the most essential of leadership skills—emotional, organizational, and strategic intelligence. And never has it been under greater assault. If leaders are to direct the attention of their employees toward strategy and innovation, they must first learn to focus their own attention in three ways: on themselves, on others and on the wider world.

“In Defense of Routine Innovation”
By Gary P. Pisano

Almost every discussion of innovation today inevitably turns to the topic of “disruption.” Academics write about the power of disruptive innovation to transform one industry after another. Consultants have set up practices to focus specifically on helping companies become disruptive innovators. Venture capitalists tout their latest investments as potential disruptors. Even executives of large corporations talk about the need to make their behemoths into nimble disruptors.

Yet all the excitement about disruptive innovation has blinded us to one simple but irrefutable economic fact: The vast majority of profit from innovation does not come from the initial disruption; it comes from the stream of routine, or sustaining, innovations that accumulate for years (sometimes decades) afterward. An innovation strategy has to include both.

“How Companies Can Learn to Make Faster Decisions”
by Eric Winquist

SpaceX had a problem. Managers at the aerospace manufacturer wanted to make faster decisions for one of their big clients — NASA — by finding alternatives to the high volume of meetings and cumbersome spreadsheets used for tracking projects. Initially, NASA sent a fax (yes, a fax) whenever they had a query, which SpaceX added to a list of outstanding questions. The company then assembled a weekly 50-person meeting to review product status information contained in spreadsheets, addressing each question individually before sending the responses back to NASA.

SpaceX’s dilemma is not an uncommon one. In today’s organizations, the speed of decision making matters, but most are pretty bad at it. One-third of all products are delivered late or incomplete due to an inability or delay in decision-making, according to research from Forrester Consulting and Jama Software. Others at Gartner cite “speed of decision making” as the primary obstacle impacting internal communication. No doubt you’ve been part of a team that waited… and waited… for a higher-up to make a decision before you could resume your work.