Remove 2005 Remove Efficiency Remove Productivity
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The Goldilocks Theory of Product Success

Harvard Business

Fast forward more than a century to the launch of the Toyota Prius, which succeeded not by going full electric, but making a gas-powered car, something people were already familiar with, more energy efficient. If a competitor’s product offers the same features at the same price, there’s no reason to switch.

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Augmented Reality Is Already Improving Worker Performance

Harvard Business

On the other, the slowdown in productivity growth across advanced economies has led some economists to argue that new innovations have no impact on growth. These technologies increase productivity by making workers more skilled and efficient, and thus have the potential to yield both more economic growth and better jobs.

Video 135
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The Case for Investing More in People

Harvard Business

Productivity isn’t everything, but in the long run it is almost everything,” wrote Paul Krugman more than 20 years ago. Productivity in most developed economies has been anemic. During much of this time, it has been shareholders, not workers, who have reaped the benefits of higher productivity.

Energy 135
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Replacing the Sales Funnel with the Sales Flywheel

Harvard Business

It is highly efficient at capturing, storing, and releasing energy. Around 2005, marketing became a bigger force driving growth. One of my favorite business school professors used to say, “If you want to build a great company, your product has got to be ten times better than the competition.” IT investment.

Sales 132
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Transforming Today’s Bad Jobs into Tomorrow’s Good Jobs

Harvard Business

Companies that offer good jobs today — with decent wages, predictable schedules, and opportunities for success and growth — do so by combining investment in people with operational choices that increase their employees’ productivity and contributions. We call this approach the Good Jobs Strategy.

Retail 72
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The Comprehensive Business Case for Sustainability

Harvard Business

Disruptions in the supply chain may affect production processes that depend on unpriced natural capital assets such as biodiversity, groundwater, clean air, and climate. These unpriced natural capital costs are generally internalized until events like floods or droughts cause disruption to production processes or commodity price fluctuation.

Study 70
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How Manufacturers Can Get Faster, More Flexible, and Cheaper

Harvard Business

In a study of nearly 250 manufacturers over a 10-year period (2005–2015), we found that 78% of firms had improved their ability to fill their total actual market demand but had lost control over costs. More products but fewer parts. So far, the division has printed more than 30 different production tools, all with 100% accuracy.