Podcast appearances and mentions of gary pisano

Many companies, especially in the tech world, have come to embrace the idea of growth at all costs. But according to research from Gary Pisano, professor at Harvard Business School, most firms fail to consistently increase revenues and profits over the long term, adjusting for inflation.In this episode, Pisano explains why it's important for leaders to think more strategically about not just the rate of growth they want to achieve but the direction they want to grow in and their method for doing so. Trying to grow too fast can be the downfall of many organizations. He shares examples of companies that have fallen into this trap, as well as those getting the balance right. Pisano wrote the HBR article “How Fast Should Your Company Really Grow?“ Key episode topics include: Growth strategy, strategy, competitive advantage, profitability, sustainable business practices HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the full HBR IdeaCast episode: Rethinking Growth at All Costs· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

Many companies, especially in the tech world, have come to embrace the idea of growth at all costs. But according to research from Gary Pisano, professor at Harvard Business School, most firms fail to consistently increase revenues and profits over the long term, adjusting for inflation. He says that it's important for leaders to think more strategically about not just the rate of growth they want to achieve but the direction they want to grow in and their method for doing so. Trying to grow too fast can be the downfall of many organizations. He shares examples of companies that have fallen into this trap, as well as those getting the balance right.  Pisano wrote the HBR article "How Fast Should Your Company Really Grow?"

About 15 years ago, Harvard Business School professor Gary Pisano took at look at how small entrepreneurial biotechs fared against large and mature pharmaceutical companies and found the two sectors were about the same when it came to R&D productivity. Now, a new book From Breakthrough to Blockbuster: The Business of Biotechnology finds that the biotechnology industry is far more effective at bringing innovative therapies to market than Big Pharma and offers a prescription for large drug companies to decentralize decision-making to improve their ability to innovate. We spoke to venture investor and former biotech executive Don Drakeman, co-author of the book, about its findings, how decentralized decision-making can produce greater innovation, and lessons from COVID-19.

Join Sal's Syndicate: https://syndicate.angelinvestboston.com/en-us/the-surge-of-opportunities-in-angel-scale-biotech Artificial intelligence guru Gil Syswerda is back to talk about angel investing and to give practical advice to founders. We closed with entertaining stories from Gil's career. Highlights: AI Guru Gil Syswerda Is Back to with Tips for Angels & Founders Why Founders Should Value Their Time at $10 per Minute “...I stopped driving...I take an Uber or Lyft because it's not worth my time to be in a car... An Uber is way cheaper than $10 a minute.” Advice to Founders: Find a Co-Founder with Critical Skills You Lack Advice to Founders: “You need to be in the trenches, along with everybody else.” “One thing you make a must-read is an article by Paul Graham. It's called Maker's Schedule, Manager's Schedule.” “...The Hard Truth About Innovative Cultures, Gary Pisano just nails it, when he talks about how to create an innovative culture...” “...get an executive assistant as soon as you can.” “...you just cannot function at 100% if you don't get enough sleep.” Exercise Is Essential: Intense Outdoor Exercise at Sunrise; plus do Bouts Like Taking the Stairs “It's actually quite difficult for most people to make money as an angel investor.” “...I believe that Jeff Arnold probably does pretty well on his investments but he has pretty grounded knowledge in the biotech space and he has a methodology for evaluating companies.” How to Make Money in Biotech with Jeff Arnold Frank Ferguson Was a Spectacularly Successful Investor (Bose and Curriculum Associates) by Focusing on a Few Investments Intensely Practical Dreamer with Frank Ferguson Howard Stevenson Got Warren-Buffett-like Returns on His Angel Portfolio [Wealth & Families with Howard Stevenson] Sal Daher and His Biotech Screen for Angel Investing “These people [academic founders] have tremendous skills. If we can help them turn those skills in the direction of something useful, I think they can create a lot of value.” VistaPath Bio Using Off-the-Shelf Machine Vision to Create Value in Pathology Gil Syswerda Stories The HP Interview or Everything I Needed to Know I Learned in Third Grade Growing Fish at BBN Labs The Interview at Lawrence Livermore Research Laboratory Gödel, Escher, Bach & All That The AI Researcher and the Daughter of the Soviet Scientist Simulating Professor Paul Scott How to Have a Board without a Board Gil Syswerda's Perception of Where AI Is Today Gil Syswerda Highlights People Who Were Influential in His Success Topics: co-founders, angel investing strategies, management

For many established companies, enormous resources and risky decisions stand in the way of innovation. There are ample opportunities for innovation in large companies, both in terms of technology and business models. But often, a plateau happens when the mindset becomes stagnant. Striking the balance between short-term needs and committing resources to bold innovation is critical.Gary Pisano, Senior Associate Dean for Faculty Development at the Harvard Business School, advises business leaders to pursue transformative actions creatively. His intensive research in his book, Creative Constructions, suggests injecting innovation capacity through the right strategy, systematic changes, and reframing culture.Tune in to this episode as Greg and Gary tackle crucial innovation questions and how large companies can overcome them for sustained profitability.Episode Quotes:What factors affect the innovation capabilities of a company?As organizations get larger, they get more complex. There are more interconnected pieces. And when there are more interconnected pieces, any change gets harder to make because it involves other pieces. It can get exponentially more complex to engage in certain things. I think the other thing that happens is organizations build up capabilities, skills, and complementary assets like distribution and brand that become very powerful. But then they become an anchor. They feel like they have to continue to exploit those, they look for ways to exploit those, but it narrows down their focus. The other thing is culturally they, don't attract the right people, they don't attract people who are creative or risk-taking. They attract people who want the safety of a large company and sometimes a large bureaucracy.How to best analyze a company strategy?Ultimately, strategy comes down to, I think, in the book strategy is where you spend your money. So don't tell me what your strategy is, tell me where you're spending your money, and I'll tell you what your strategy really is. But, you know, strategy is a pattern of commitment to a pattern of behavior, and you don't always do the same thing. Can financial analysis become a systematic way to measure the results of a strategy and help business leaders set a framework for innovation? So you think about analytic as a process for structuring your thinking in a logical way, and a rigorous way to invite discussion and to invite exploration that is going to help the senior leaders make a better judgment. And at the end of the day, it's judgment. And that's all these things do, and that's what leaders do. They make judgment calls. But they want to make good judgment calls, and they want to make sure that they're not being biased. They want to make sure they're asking all the right questions.How can we eliminate silos that create impermeable boundaries inside an organization?You actually need people who can really bridge gaps, and you need talented people to do it. Technically talented people who become architects if you will, of the vision of a technology and who could say, 'Aha, this insight from field A and this insight is from the very different field B. It is something really powerful that nobody's thought about.' I mean, it's intellectual arbitrage of bringing an idea from one field over to another or combining ideas. I think that's what innovation is. And going back to Schumpeter, he talked about innovation as recombinations, and it's that, I think, is huge. But to get that to happen, again, you need some mechanisms inside the organization to bring those ideas together, and you actually need people who do it. And they really do have to be intellectual like an architect who can see all the pieces.Which aspect of the corporate culture tends to be the hardest one to implement for leaders who pursue innovation?I think innovative cultures are really tough on people. They're not necessarily the most pleasant places to be. I think, as an organization and as a leader, your job is to make sure that the organization is prepared for this. It's not a walk in the park. It's more like climbing Mount Everest. The view's great when you get there, but there's hell to pay along the way.Time Code Guide:00:02:25 Why do large companies have lesser innovation capacity00:05:16 What makes Innovation unique from other businesses decisions00:07:59 Identifying the purpose of Innovation00:10:09 The Innovation Strategy00:12:06 Financial Analysis as a Framework00:16:11 Innovation leads to dematurity of industries00:24:02 Allocating resources to develop new capabilities00:25:36 The Value Chain of Innovation: From Search to Synthesis to Selection00:28:49 Active ideation00:35:07 Onboard people with intellectual arbitrage00:38:16 Constructing mechanisms for cross-connections00:40:50 Building teams outside the silos00:45:26 Strategy, System, and Corporate CulturesShow Links:Guest ProfileGary Pisano's Profile at Harvard Business SchoolGary Pisano on InstagramGary Pisano on LinkedInGary Pisano on TwitterGary Pisano's Official WebsiteHis WorksThe governance of innovation: Vertical integration and collaborative arrangements in the biotechnology industryCreative Construction: The DNA of Sustained InnovationProducing Prosperity: Why America Needs a ManufacturingScience Business: The Promise, the Reality, and the Future of BiotechOperations, Strategy, and Technology: Pursuing the Competitive EdgeHarvard Business Review on Managing High-tech IndustriesThe Development Factory: Unlocking the Potential of Process Innovation

Noubar Afeyan, cofounder and chair of Moderna Therapeutics and CEO of Flagship Pioneering, says that the breakthrough innovation behind the company's Covid-19 vaccine came not as a stroke of luck, but from a repeatable process. He outlines a system called “emergent discovery” that involves working back from future ideals, pioneering in novel spaces, encouraging unreasonable ideas, and persistently questioning hypotheses. And he says this process applies to other industries besides life sciences. Afeyan is the coauthor, with HBS professor Gary Pisano, of the HBR article "What Evolution Can Teach Us About Innovation."

Dr. Wheelwright, with his wife, Margaret, presided over the Boston Temple of the Church of Jesus Christ of Latter-day Saints fromNovember 2015 through October of 2018. He and his wife live in Oakley, Utah where he continues to serve on a handful of Boards of Directors. He and Margaret love to spend time with their five children, 20 grandchildren, and soon-to-be 3 great-grandchildren. From June of 2007 through July of 2015, Dr. Wheelwright served as President of BYU-Hawaii, one of three BYU campuses operated by the Church of Jesus Christ of Latter-day Saints. BYU-Hawaii primarily serves students from the Pacific and Asia and offers a full complement of undergraduate programs. With over half its students from outside the U.S. and with students from over 70 countries, it has one of the most diversestudent bodies of any U.S. University.From 2003-2006, Professor Wheelwright was a Baker Foundation Professor and SeniorAssociate Dean, Director of HBS Publication Activities. In that role, he oversaw the HBSPublishing Company (including HBR, HBS Press books, HBS cases, e-Learning products, and newsletters/conferences). He also oversaw the major on-campus construction projects. From 2000-2003, after retiring from the faculty, he and his wife fulfilled a full-time voluntary assignment as the President of the London, EnglandMission for the Church of Jesus Christ of Latter-day Saints.From 1995-1999, Professor Wheelwright served as Senior Associate Dean responsible for the MBA Program. He then served as Senior Associate Dean and Director of FacultyHiring and Planning and had oversight responsibility for distance learning. ProfessorWheelwright has taught the required first-year MBA course in Technology and Operations Management, several second-year MBA courses, and in a number of HBSExecutive Education Programs.Professor Wheelwright first taught at Harvard from 1971-1979 and was the ThomasHenry Carroll-Ford Foundation Visiting Professor from 1985-1986. He rejoined the Harvard faculty in 1988. In his years away from Harvard, he was the Kleiner, Perkins, Caufield, and Byers Professor of Management at the Stanford University GraduateSchool of Business. In his position at Stanford, he directed the strategic managementprogram and was instrumental in initiating the manufacturing strategy program.In his research, Professor Wheelwright has examined product and process development and their connection with competitive advantage and operations excellence. His most recent business book, developed with HBS colleague Clayton Christensen and Stanford colleague, Robert Burgelman, is Strategic Management of technology and Innovation, 5th ed. (Boston: McGraw-Hill Irwin, 2009). Along with Harvard colleagues Bob Hayes, Gary Pisano, and Dave Upton, Professor Wheelwrightpublished Operations, Strategy, and Technology - Pursing the Competitive Edge(New York: John Wiley and Sons, 2004), a complementary volume to the highly regarded books, Dynamic Manufacturing: Creating the Learning Organization (NewYork: Free Press, 1988) and Restoring Our Competitive Advantage-CompetingThrough Manufacturing (New York: John Wiley and Sons, 1980). He has also co-authored several works with Harvard Business School colleague Kim Clark, including leading Product Development: The Senior Manager's Guide to Creating andShaping the Enterprise (Free Press, 1995). Professor Wheelwright is also the author orco-author of more than a dozen other books.Professor Wheelwright has a B.S. degree in Mathematics from the University of Utah and an M.B.A. and Ph.D. from Stanford University's Graduate School of Business. In addition to his Harvard and Stanford positions, Professor Wheelwright served on the faculty of INSEAD (European Institute of Management) in Fontainebleau, France. He was Vice President of Sales in a family-owned printing company and has consulted in the areas of business/operations strategy and improving product development capabilities.

Gary Pisano is a Professor at the Harvard Business School and the author of Creative Construction: the DNA of Sustained Innovation. "I believe we can make progress. Our televisions are better than they were when I was a kid. Our phones are better today. Things are better. Technologies are better. Organisations are technologies. We can make those technologies better." The post 115. Gary Pisano – Creative Construction appeared first on MTF Labs.

What's your innovation strategy? What are the systems? And what's the right culture? These three foundational questions may be at the heart of defining your company's future as an innovator. Our conversation with Gary Pisano, Harvard Business School Professor, educator, researcher, and author of award-winning articles and six books on innovation and strategy, was thought-provoking on topics that get a lot of attention but not always the right action. Whether you are building a new strategy for innovation, wondering how to transform your company to become an innovator, or are struggling with tough choices and culture change, this video podcast will provide a pragmatic view backed with research and experience. You'll want to hear it more than once!

We’ve seen unprecedented impact from the coronavirus pandemic, and certainly, the impact on business and manufacturing has presented a very distinct challenge.  What are the lessons imperative for businesses to learn out of this experience?  What should consumers take note of?  How did we go from a health crisis to shortages of toilet paper, canned food and other consumer items? Harvard Business School professor Dr. Willy Shih discusses how the pandemic affected supply chains globally and what are the long-term strategies.  Dr. Shih is the author, along with Gary Pisano, of the book "Producing Prosperity–Why America Needs a Manufacturing Renaissance".  It is available for purchase through Dr. Shih's website here and through Amazon here

Today, your host, Ben Robinson, is sitting down with Gary Pisano, professor at Harvard Business School and author of “Creative Construction: The DNA of Sustained Innovation” — a book about how large companies can construct a strategy, system, and a culture of innovation that creates sustained growth. We discuss how organizations learn, innovate, and compete — and these are fundamental questions that Gary has been exploring throughout his career. Today, you will learn the four archetypes of innovation, Gary’s definition of a business model, who in the company should own a business model innovation and more.

“Organizations are fascinating because they're completely human created,” says Harvard Business School professor Gary Pisano in the just-posted episode of *The Resonance Test.* “They're not natural.” Which is to say: they are *cultural.* Pisano's new book, *Creative Construction: The DNA of Sustained Innovation,* makes it clear that innovation is a set of choices a company, a leader, may or may not make. In an invigorating conversation with our Jon Campbell, Pisano asserts that “everything about organizational life was designed in some way” and therefore it can all be *redesigned.* Listen closely, and you'll learn some relevant business lessons, including the paradoxes of innovative cultures and the challenges of earning today's dollar while also charting a company's future course. Host: Pete Chapin Editor: Kyp Pilalas Producer: Ken Gordon

“Just because small is beautiful doesn't mean big has to be ugly,” says Gary Pisano, as he explains the main theme of his latest book, Creative Construction: The DNA of Sustained Innovation. At its core, this book overturns the idea that innovation can only really be achieved by small entrepreneurial companies. Pisano argues that instead of seeing the size of an enterprise as an impediment to innovation, large enterprises simply need to use their size to their advantage when forging and implementing innovative changes. The key, says Pisano, is in having a clear and concise definition of what innovation means to a specific company, and formulating specific plans for achieving different types of innovation. On today's episode, you will discover: Three specific reasons why enterprises struggle to launch successful innovation initiatives What it is that determines who and what is considered valuable within large companies—and how to wield this knowledge to your advantage  How to think systematically and strategically about innovation Press play for all the details and buy Pisano's popular book on Amazon or a bookstore near you.

Can large companies successfully innovate? The popular narrative is the bigger firms become, the less nimble and dynamic they are. Small startups are the disruptors, while big companies are doomed to being static and inflexible. But according to Gary Pisano of Harvard Business School, this is a myth: large businesses can be just as innovative as startups. But to reach that point, you need to understand the four distinct types of innovation, how to devise a strategy for implementing transformation and, crucially, the importance of an innovative culture. In this episode, Minds Worth Meeting speaks with Pisano about his recent book, “Creative Construction: The DNA of Sustained Innovation” (PublicAffairs, January 2019). In “Creative Construction,” Pisano criticizes both the fatalism about the ability of Big Business to innovate and the overly simplified notion that to be dynamic, companies need to “be like Uber.” Large, established firms are entirely different from those born as startups; they need to think about innovation in terms of how best to leverage existing strengths rather than undertaking a wholesale (and potentially destructive) disruption of their own business models. Accordingly, Pisano urges leaders to determine which of the four types of innovation – disruptive, architectural, routine and radical – best suit a company’s position. And, drawing on his widely cited Harvard Business Review cover story “The Hard Truth About Innovative Cultures,” Pisano urges business leaders to recognize the key trade-offs between dynamism and stability that make for successful transformations. He offers a warning specifically to financial services firms about how failing to consider the role of new technologies can impede their ability to innovate. For more information about innovation, growth and Pisano’s work as discussed in this episode, visit the links below: • The Hard Truth About Innovative Cultures (Harvard Business Review) • Large Businesses Don’t Have to Be Lousy Innovators (Strategy + Business) • Fostering an Innovation Culture: Talent, Discipline and Leadership (The Wall Street Journal) Visit Pisano’s website: gpisano.com Follow Pisano on Twitter: @motogp61 Gary Pisano is available for speaking engagements and advisory/consulting services through exclusive representation by Stern Speakers, a division of Stern Strategy Group®. For more from Minds Worth Meeting, follow us on social media @sternstrategy, @sternspeakers and visit https://sternstrategy.com/minds-worth-meeting/.

Kelly talks to Gary Pisano about his new book Creative Construction that looks at the DNA of sustained innovation.

Today, we kick off Innovation Week! Chris sits down with Gary Pisano, professor at Harvard Business School, and author of over 100 scholarly articles on innovation and business management. His most recent book, Creative Construction: The DNA of Sustained Innovation is a look at how large enterprises can leverage their scale to become transformational innovators.  Chris also talks about pitching consulting services (it's hard, and he doesn't like it), how innovation can take a lot of forms that we don't notice, and how one company is finally reckoning with its terrible past. Read more of Professor Pisano's scholarly work (referenced in the interview):Dynamic Capabilities (1997), Restoring American Competitiveness (2009), Innovation Strategy (2015), Hard Truths (2019)Buy a copy of Creative Construction here.The Ten Types of Innovation can be found here.From the NY Times: Nazis Killed her Father. Then She Fell in Love With OneFollow us on social media! You can find A Case of the Mondays on Facebook, Instagram (@mondaypod), Twitter (@mondaypod1), and LinkedIn. More about Professor Pisano:Gary Pisano is the Harry Figgie Professor of Business Administration at the Harvard Business School where he currently serves as Senior Associate Dean for Faculty Development (promotions and tenure). He joined the Harvard faculty in 1988 after completing a Ph.D. at the University of California Berkeley. Over the course of his career, Pisano has explored fundamental questions about how organizations innovate, learn, compete, and grow.   His research and consulting experience has spanned a broad range of industries including aerospace, automobiles, apparel, biotechnology and pharmaceuticals, entertainment, financial services, health care, restaurants, semiconductors, software, specialty chemicals, and web services.  At Harvard, Pisano has taught MBA, executive, and doctoral courses, and has mentored a number of doctoral students.  He has created and currently teaches a new MBA electric course “Managing Growth” based on his current research on the drivers and impediments to organizational scaling and growth.  He is also the co-creator and co-chair of a new executive program called “Driving Profitable Growth”.   In addition to his academic research and teaching, Pisano serves as an advisor to senior leaders at leading companies around the world and has been a director of both public and private company boards.  He currently serves on the board of directors of Axcella Health and Celixir.

Innovation. It’s the most overused buzzword in business. It’s also a catalyst for growth. But is it possible for big companies to be truly innovative? Or are they destined for creative destruction? Gary Pisano, Professor and Senior Associate Dean at Harvard Business School, has spent his career studying and working with innovative companies. His book, Creative Construction: The DNA of Sustained Innovation, unpacks the three pillars of innovation: strategy, systems, and culture. He joins the podcast to bust the myth that “big is ugly” when it comes to innovation. And he explains how even the biggest companies can be designed and led in ways that turn them into forces of transformative innovation. Listen to this episode to learn: • The unique challenges larger companies face when it comes to innovation • Why culture is the “software of the organization” that drives innovation • The importance of “absorptive capacity” and the influence of the outside world on innovative organizations • Underestimating the value of improving an existing technology when threatened by a disruptor • How every employee in an organization can be innovative, impact culture, and create value for customers • The problem with “innovation fatigue” More information on Creative Construction: gpisano.com/book/creative-construction/

Gary Pisano is one of the world’s leading researchers in the fields of innovation, strategy, manufacturing, and competitiveness. He is the Harry E. Figgie Professor of Business Administration and the Senior Associate Dean For Faculty Development at the Harvard Business School. His latest book Creative Construction shows how large companies can construct a strategy, system, […] The post CL220: Innovation Culture and Creative Construction – Interview with Gary Pisano appeared first on James Taylor.

Harvard Business Professor and best-selling author Gary Pisano discusses The DNA of sustained innovation and how great companies like Apple, Pfizer, Microsoft, Johnson & Johnson and Google create a culture of sustainable innovation and how you can too.

Harvard's Gary Pisano and Jeff Schatten discuss innovation in the corporate space.  They explore the ways in which corporations sit at the forefront of innovation. Gary Pisano is a Professor of Business Administration and Senior Associate Dean of Faculty Development at the Harvard Business School.  Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy.  His research and consulting experience span a range of industries including aerospace, biotechnology and pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.  Gary Pisano serves as an advisor to senior executives at leading companies throughout the world and has been a director of both public and private companies. Pisano is the author of over 90 articles and case studies and is an author of six books including his latest book Creative Construction: The DNA of Sustained Innovation.

Big corporations can innovate just as successfully as small startups if they strike the right balance of strategy systems and culture according to a new book by Harvard's Gary Pisano. See acast.com/privacy for privacy and opt-out information.

Gary Pisano, professor at Harvard Business School, studies innovation at companies large and small. He says there’s too much focus on the positive, fun side of innovative cultures and too little understanding of the difficult truths behind sustained innovation. From candid feedback, to strong leadership, to individual accountability and competence, to disciplined choices, Pisano says leaders need to understand and communicate these realities. He's the author of the HBR article “The Hard Truth About Innovative Cultures” and the new book “Creative Construction: The DNA of Sustained Innovation.”

After thirty years of research and development, the HondaJet is now the top selling jet in the very light jet segment of the market. Harvard Business School professor Gary Pisano discusses how Honda Aircraft Corporation CEO Michimasa Fujino brings the jet to life, and must now decide on ways to grow the business.

Pal's Sudden Service has developed a unique operating model and organizational culture in the fast food restaurant business. With an emphasis on process control, zero errors, and extensive employee training and engagement, Pal's has been able to achieve excellent performance in an extremely competitive industry. Harvard Business School professor Gary Pisano discusses the company’s strategic challenge of deciding how much to grow and whether its organization model will scale.

Robert Austin, a professor at Ivey Business School, and Gary Pisano, a professor at Harvard Business School, talk about the growing number of pioneering firms that are actively identifying and hiring more employees with autism spectrum disorder and other forms of neurodiversity. Global companies such as SAP and Hewlett Packard Enterprise are customizing their hiring and onboarding processes to enable highly-talented individuals, who might have eccentricities that keep them from passing a job interview — to succeed and deliver uncommon value. Austin and Pisano talk about the challenges, the lessons for managers and organizations, and the difference made in the lives of an underemployed population. Austin and Pisano are the co-authors of the article, “Neurodiversity as a Competitive Advantage” in the May-June 2017 issue of Harvard Business Review.

For many chefs winning a Michelin star, or two or three, is often considered the pinnacle of their career. It could put them on the path to money and fame. But some critics claim not all stars are equal- and in an industry where receiving one could mean the difference between profit and loss, the stakes are high. In this episode we take a closer look at the Michelin guide and how two brothers made the name of their tyre business synonymous with the highest quality food in the world. Why do some chefs view earning a Michelin star as a curse, and others as a celebration? We’ll get a behind the scenes look at the life of a Michelin inspector, with an interview with Claire Dorland-Clauzel, who heads the guides. The BBC's Kent DePinto speaks to Michelin-starred chef Tom Kemble on how the accolade has helped his career. Gary Pisano, professor of business administration at the Harvard Business School, talks about the impact of a Michelin star on a restaurant's ability to innovate. The BBC's Ashleigh Nghiem meets the Singaporian street hawker who was awarded a Michelin star. And we hear from food critic Andy Hayler on why he thinks recent partnerships by Michelin with tourist boards may be leading tourists astray. (Image: a Michelin guide on display. Credit: Kazuhiro Nogi / Getty Images)

Gary Pisano, Harvard Business School professor and coauthor of "Producing Prosperity: Why America Needs a Manufacturing Renaissance."

Gary Pisano, Harvard Business School professor and coauthor of the HBR article "Restoring American Competitiveness."

Gary Pisano, Harvard Business School professor and author of "Science Business: The Promise, the Reality, and the Future of Biotech."