3 Posts found for Publisher: A.T. Kearney

IBM dedicates three teams to drive the company’s innovation agenda by focusing separately on innovation strategy, technology trends, and innovation operations. To ensure an emphasis on both current and future priorities, IBM organizes business opportunities across three different time frames: short-term core business opportunities, medium-term growth opportunities, and long-term emerging opportunities. IBM made a conscious decision to maintain a set portion of funding (about 10 … [ Read more ]

Author: Mike Hales | Source: “Great innovation starts with the fundamentals” | Original Publication: A.T. Kearney | Subjects: Innovation, Management, Organizational Behavior | Company: IBM

A leading company in the area of project management employs a “triage” system to maximize the effectiveness of its key engineers. Moderately-skilled workers assess the work to quickly identify work that less-skilled workers or novices can perform and free up experts to handle the more challenging, complex work (see fgure).

Author: James Pearce | Source: “Excellence in Capital Projects” | Original Publication: A.T. Kearney | Subject: Project Management

A “horizontal” focus is evolving as leading companies stress the importance of cross-project capabilities. For example, one leading company established a central program management group to oversee functional areas across the organization—including procurement and finance—and deliver projects across business units. Projects are put through a cross-functional approval process to ensure they meet all designated criteria and leverage existing knowledge and scale. The group also monitors … [ Read more ]

Author: James Pearce | Source: “Excellence in Capital Projects” | Original Publication: A.T. Kearney | Subject: Project Management