Agile Books Competition Product Development 
New Markets Advisors
MAY 29, 2019
For years, Columbia Business School professor Rita McGrath has been telling us that the traditional strategy of finding and exploiting a sustainable competitive advantage is becoming outdated. The world is evolving too quickly for competitive advantages to last for a meaningful amount of time. Or so the argument goes.
Moves the Needle
JANUARY 3, 2019
In today’s fast-moving business landscape, the ability to commercialize products quickly and efficiently is imperative. Companies that successfully bring new products to market rapidly, benefit from having a leg up on their competition while diminishing the negative effects of shrinking product life cycles.
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Paul Hobcraft
AUGUST 3, 2020
Here does lie a true competitive component and so many organizations seek to apply someone else’s practice so they can end up as “same” practice. We are facing such an unprecedented change and technology is re-writing the rule book in everything we are going to do. Agility, adaptability & innovation. Theory Y management.
Jeffrey Phillips
MAY 9, 2018
When a company that has both succeeded at innovation and failed utterly at new product development and launch (remember New Coke?) Panayioutou says that Coke needs people who can spot trends, help Coke analyze what customers want and create more agility and speed. talks innovation publicly, it's worth listening to.
Jeffrey Phillips
APRIL 30, 2018
The question isn't even: should we become more agile or more nimble? The answer to that one is "yes" as well, and (shameless plug) I wrote a book about how to become more nimble, agile and innovative. Look at just one of my favorite data nuggets: how long it took specific products or technologies to reach 50M users.
Planview
AUGUST 12, 2022
A 2018 Gartner survey found that 85% of companies prefer a product-centric model. A product-focused strategy and mindset can create agile organizations, increase productivity, and drive innovation. A product team might consist of designers, engineers, and product managers, among other roles.
Boxes and Arrows
JANUARY 31, 2010
Unfortunately, the enthusiasm I had for my new job waned after six months when an executive was appointed Head of Product Development—who insisted he knew SCRUM 1 better than anybody. As the Creative Director, I deferred authority to him to develop the product as he saw fit. Where did Agile come from?
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