tailieunhanh - IDEO HARVARD BUSINESS REVIEW

Piggy Bank allows the user to tag each information item with several keywords, thereby fitting it simultaneously into several organizational schemes. For example, a photograph can be tagged both as “sepia” and “portrait”, as it fits into both the “effect” organizational scheme (among “black & white,” “vivid,” etc.) and the “topic” scheme (among “landscape,” “still life,” etc.). Tagging has been explored previously as an alternative to folder hierarchies, which incur an over- head in creation and maintenance as well as disallow the co-existence of several organizational schemes on the same data ([37, 38, 42]). We support tagging through typing with dropdown completion. | PARADOX AT TOYOTA. .page 96 CLARITY AT 84 Harvard Business Review June 2008 DELIVER _ ON A GREAT PLAN .page 60 60 72 84 96 106 22 41 53 123 129 The Secrets to Successful Strategy Execution Gary L. Neilson Karla L. Martin and Elizabeth Powers The Next Revolution in Productivity Ric Merrifield Jack Calhoun and Dennis Stevens Design Thinking Tim Brown The Contradictions That Drive Toyota s Success Hirotaka Takeuchi Emi Osono and Norihiko Shimizu The Multiunit Enterprise David A. Garvin and Lynne C. Levesque FORETHOUGHT HBR CASE STUDY Why Are We Losing All Our Good People Edward E. Lawler III FIRST PERSON Business Basics at the Base of the Pyramid Vikram Akula MANAGING YOURSELF How the Best of the Best Get Better and Better Graham Jones BIG PICTURE Patent Sharks Joachim Henkel and Markus Reitzig 138 EXECUTIVE SUMMARIES 144 PANEL DISCUSSION Thinking like a designer can transform the way you develop products services processes - and even strategy. T Photos courtesy of IDEO HOMAS EDISON created the electric lightbulb and then wrapped an entire indus-r try around it. The lightbulb is most often thought of as his signature invention but Edison understood that the bulb was little more than a parlor trick without a system of electric power generation and transmission to make it truly useful. So he created that too. Thus Edison s genius lay in his ability to conceive of a fully developed marketplace not simply a discrete device. He was able to envision how people would want to use what he made and he engineered toward that insight. He wasn t always prescient he I June 2008 I Harvard Business Review .

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