2001 Learning Product Development 
Moves the Needle
AUGUST 14, 2018
When facing uncertainty, we need processes that allow us to optimize learning, not just execution. Instead of believing that we know what our customers need, as we attempt to serve them — why not seek to learn what they need through a variety of techniques that build customer empathy?
Moves the Needle
DECEMBER 17, 2015
Doing so means a new kind innovation management because the management most of us learned in school won’t quite do the trick. The New Wave of Innovation Management Paradigms – Efficiency in Discovery When facing uncertainty, we need processes that allow us to optimize learning, not just execution. For the consumer, this is awesome.
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Boxes and Arrows
APRIL 15, 2009
This session, lead by Nathan Curtis of EightShapes, shares practical techniques that his organization has learned from, taught, and embedded in teams. Just as important, attendees learn to avoid failures Nathan and his team have experienced along the way. Tags: Learning From Others Podcasts. Listening more than you speak.
Harvard Business Review
APRIL 20, 2016
Iterative and incremental development methods were also a major contributor to the successful creation of the X-15 hypersonic jet in the 1950s. In 1986, one of us (Takeuchi) and coauthor Ikujiro Nonaka published an article in Harvard Business Review called “The New New Product Development Game.”
Harvard Business Review
JANUARY 25, 2012
In 2001, Peter Drucker wrote in The Economist that "businesspeople stand on the threshold of the knowledge society. Lack of internal integration: For companies to get good at capturing and acting on insights, product development, strategic planning, marketing planning processes need to be closely linked.
Harvard Business Review
JULY 16, 2013
The nitty-gritty of product design has become a badge of pride in many organizations, like Facebook, which has embraced a "learn by making" executive culture. This product-centric mindset is not entirely new. But what if you can''t jump ship and join a start-up to learn UX skills?
Harvard Business Review
MAY 19, 2011
Since 2001, IBM has used jams to get 300,000 employees and others around the world to explore and solve problems. Ford reengineered its global product development process so that an engineering plan designed in Detroit can drive the shop floor in a European factory. In early 2010, Avery Dennison, a $6.5
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