2007 Change Development Team Review 
Harvard Business Review
SEPTEMBER 13, 2013
By 2007, PBS.org audience growth had stalled and the product pipeline was dry. Worse, the digital team was paralyzed by a deeply engrained culture of caution. We originally envisioned the metric as a formal KPI in each staffer’s annual performance review. The change was rapid and profound. Others began taking risks.
Harvard Business Review
SEPTEMBER 11, 2013
Stuart Roden, Co Fund Manager of Lansdowne Partners'' flagship fund, one of the world''s largest hedge funds, tells me he sees one of his primary roles as being the person who challenges his staff to consider how they could be wrong, and then assess how this might impact on their decision-making. They never released the product.
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Harvard Business Review
SEPTEMBER 11, 2013
Stuart Roden, Co Fund Manager of Lansdowne Partners’ flagship fund, one of the world’s largest hedge funds, tells me he sees one of his primary roles as being the person who challenges his staff to consider how they could be wrong, and then assess how this might impact on their decision-making. They never released the product.
Harvard Business Review
SEPTEMBER 20, 2013
ThedaCare opened its first “collaborative care” hospital unit in a medical-surgical unit at Appleton Medical Center in 2007 after 18 months of interdisciplinary planning led by nurses. The physician leads the clinical assessment and planning process but as a team member/partner. Involve the patient.
Harvard Business Review
JULY 15, 2013
Then at the end of 2007 the housing market crashed. everyone met to review the prior day, and what they would do that day. everyone met again to review what they''d done. The development team was extremely cohesive. Everyone who joined the team had to leave his or her job for four months. At 7:45 a.m.
Boxes and Arrows
DECEMBER 23, 2014
Over a decade after those early guerrilla user testing days, Intuit recognized it faced the “ Innovator’s Dilemma ”–the company was doing a good job of supporting their core products but they weren’t having any success creating new products and they weren’t keeping pace with the changing software industry.
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