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23/11/2019 · Willy C. Shih is a Professor of Management Practice at Harvard Business School, having joined Technology and Operations Management in January 2007. He teaches Technology and Operations Management in the first-year required curriculum, as well as Building and Sustaining a Successful Enterprise in the. Willy Shih is the Robert and Jane Cizik Professor of Management Practice at Harvard Business School. For decades, U.S. companies have been outsourcing manufacturing in the belief that it held no competitive advantage. That's been a disaster, maintain Harvard professors Pisano and Shih, because today's low-value manufacturing operations hold the seeds of tomorrow's innovative new products. The latest Tweets from Willy Shih @WillyShih_atHBS. Professor at Harvard Business School. Boston, MA.

Willy Shih Harvard Business School$1.Dr. Willy Shih is the Robert and Jane Cizik Professor of Management Practice in Business Administration at Harvard Business School HBS. He is part of the Technology and Operations Management Unit, and he teaches. Willy C. Shih is on the board of Flex Ltd. and Professor at Harvard Business School. In his past career Dr. Shih held the position of Principal at International Business Machines Corp., Senior Vice President for Eastman Kodak Co., Chairman at Qualcomm Atheros, Inc., COO, VP-Digital & Applied Imaging at Silicon Graphics, Inc. and Executive Vice.

Harvard Magazine: You’ve had a lot of manufacturing experience. Willy Shih: I spent 28 years in industry. I confronted a lot of puzzles there, and I’ve been looking at them since coming here. The interesting question relating to competitiveness had to do with my time at Kodak. 23/02/2017 · This video is unavailable. Watch Queue Queue. Watch Queue Queue. For decades, U.S. companies have been outsourcing manufacturing in the belief that it held no competitive advantage. That’s been a disaster, maintain Harvard professors Pisano and Shih, because today’s low-value manufacturing operations hold the seeds of tomorrow’s innovative new products. One problem is that it’s hard to tell when moving production far from R&D will do damage. To make that determination, say Harvard Business School’s Pisano and Shih, executives need to examine two things. The first is modularity, or the degree to which product design can be separated from manufacturing. Jonathan Knowles/Getty Images For years we’ve been puzzling about why so many smart, hardworking managers in well-run companies find it impossible to innovate successfully. Our investigations have uncovered a number of culprits, which we’ve discussed in earlier books and articles. These include paying too much attention to the company’s.

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