Years of field research and work with tech companies have demonstrated that even with vigilant management, skilled engineers, and modern development tools and techniques, anywhere up to 50% of product innovation efforts fail to achieve their objectives of winning and keeping customers. How can CEOs and heads of R&D bring this chronic amount of wasted product development effort under control and focus resources where they can be made to count?
Since IBM announced its latest decline in revenues and profits and finally abandoned its much-publicized 2015 $20EPS goal, pundits have been understandably quick to pounce with their criticisms. Today IBM looks more broken even than HP was three years ago, when Meg Whitman became CEO and began her transformation of the company. What about IBM under Ginni Rometty’s stewardship? What should IBM’s role and strategy be going forward? And can this wobbly giant rejuvenate its business?