Harvard Business Review - June 2005 by Harvard Business Review Writers

By Harvard Business Review Writers

Contents comprise Your Alliances are too solid, coping with possibility in an volatile international and so on.

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Peter, the truth is we’ve done as much as we can with resorbables in the lab. I know you don’t want to hear this, but we’re not going to know what we need to know to make the product better until we get it out in the field. ” “And into the patients’ bodies,” Walsh said with a sigh. Miskimen was right; it wasn’t what Walsh wanted to hear. But Walsh knew enough about the science to know Miskimen wasn’t just making excuses. Metal plates were relatively straightforward to test. They were inert, nonreactive with body tissue, so what you saw in the lab was what you’d get in the human body.

Chief marketer Diane Robinson took her cue. “Our market share is a function of our reputation for quality. “Perhaps if we could move into this new technology in a very limited way – ” 38 “One conversation, folks,” Walsh reminded them, then noticed that Miskimen was waiting patiently for the floor. He invited him to speak his mind. ” Miskimen suggested. “Not to mention the biggest source of demand,” she said. “If there is one thing surgeons hate to do, it’s to go back in on a kid to remove an implant.

My God,” he said. “You can’t do that! This car’s changing everyone’s perception of the company. It’s reestablishing confidence. ” And he was absolutely right. Automotive hybrids are another good example of the need for careful balance. You have to weigh the questionable business case that hybrids present versus the reputational benefit of connecting emotionally with consumers and breaking new technological ground. The same applies to the fuel cell issue. Once a company like GM commits itself to hydrogen fuel cells as the future of automotive transportation, it will have to go at it the way we’re doing it – full throttle, no excuses, large investment.

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