Collecting data for major innovations requires smart incentives at the clinical level that make it worthwhile for both physicians and their patients.
In this "next chapter" of his career, Mehmood Khan gets the chance to make a difference—and "build something from scratch"— as CEO of Life Biosciences.
After Robert Finizio sold his medical technology company, Care Fusion, to Cardinal Health in 2006, his plan was to put all the money into...
Engaging customers has always been a critical CEO skill, but to win in the age of Amazon, Verne Harnish, bestselling author of Scaling Up and Mastering the Rockefeller Habits, says it’s become downright existential. Here’s what he means, and how to do it right.
Battling margin pressure, Avnet needed to transition from distributing technology solutions to designing them. CEO William Amelio shares his experience about this transformation.
Former P&G CEO A.G. Lafley was looking for a way to “allow transparency to guide decisions.” What he discovered was the scientific method, a problem-solving device used by inventors from Leonardo to Steve Jobs.
David Cancel, CEO of Drift, spoke with us about being a private equity backed CEO, what he has learned being Harvard Business School’s Entrepreneur in Residence and more.
The need to be agile, innovative, adaptive, responsive, and entrepreneurial has never been more vital. We must resist the comforting call of complacency and not assume that our past approach will continue to work.
Xerox President and COO Steve Bandrowczak talked with Chief Executive about how the 113-year old company is evolving, staying relevant and making big investments into innovation.
GE didn’t change quickly enough and Lehman changed too fast. Transformations go wrong because of the timing, the team, and in some cases, the strategy.