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How Investors React When Companies Announce They’re Moving to a SaaS Business Model

Harvard Business Review

Adobe’s radical transformation from a product-based business model to a service-based one raised eyebrows in the industry, with many software vendors now wondering how radically they should approach the SaaS model. Make sure existing products, processes, and culture do not prohibit the SaaS model from blossoming.

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Continuous Development Will Change Organizations as Much as Agile Did

Harvard Business Review

In 2001, a new approach to technology development was created by a daring group of developers. Agile and Lean initially grew popular in the startup world, but soon were embraced by mainstream business leaders around the globe. . Maximize engineering productivity. In 2017, Facebook transitioned to a continuous delivery model.

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Why Visionary CEOs Never Have Visionary Successors

Harvard Business Review

It wasn’t that Microsoft didn’t have smart engineers working on search, media, mobile, and cloud. The problem was that Ballmer organized the company around execution of its current strengths, the Windows and Office businesses. And services have a very different business model. They had lots of these projects.

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Kodak’s Downfall Wasn’t About Technology

Harvard Business Review

After all, the first prototype of a digital camera was created in 1975 by Steve Sasson, an engineer working for … Kodak. How Digital Business Models Are Changing. Before Mark Zuckerberg wrote a line of Facebook’s code, Kodak made a prescient purchase, acquiring a photo sharing site called Ofoto in 2001.

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Kodak and the Brutal Difficulty of Transformation

Harvard Business Review

The engineer behind that project, Steve Sasson, offered a memorable one-liner to the New York Times in 2008 when he said management's reaction to his prototype was, "That's cute — but don't tell anyone about it.". Early in the 2000s it made a bold bet: buying photo sharing site Ofoto in May 2001. It's the business model, stupid.

Gilbert 15
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Is Innovation More About People or Process?

Harvard Business Review

Bernard Arnault, for instance, the executive chairman of luxury goods maker LVMH, was clearly in the same frame of mind when we caught up with him in a 2001 HBR interview. The four steps he and his colleagues lay out in “ Build an Innovation Engine in 90 Days ” don’t promise to turn your company into a P&G overnight.

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The 787's Problems Run Deeper Than Outsourcing

Harvard Business Review

Outsourcing leads to business model risk — you open the door to outsourcing your profits (in fact, a 2001 Boeing paper that is incredibly prescient and worth the time to read identified exactly this problem). But Boeing is no stranger to subcontracting. But this isn't the problem that the 787 is suffering from.