Harvard Business Review

JANUARY 28, 2014

An interconnected world where technology advances at a dizzying pace and new companies emerge, scale, and decline in the blink of an eye means never a dull moment for corporate leaders. Spotting disruptive business models early is very powerful but arguably difficult. This post isn’t for you. Everyone still here? Thought so.

Disruptive Innovation 8

Disruptive Innovation Advertising Gilbert Market Segmentation 8

Harvard Business Review

AUGUST 31, 2011

It took a few years to get things back on track, but from 2005-2010 Apple's innovation premium jumped to 52%. But the key question is whether Cook can sniff out technology and market opportunities while knowing intuitively (or with the help of others) what risks to take. Can he do it? Apple's transition is not without precedent.

Innovation 13

Innovation Disruptive Innovation Restructuring Technology 13

Harvard Business Review

AUGUST 22, 2011

Six years into my mid-career move, here are some lessons learned from my personal disruptive trajectory: If it feels scary and lonely, you're probably on the right track. The term "disruptive innovation" has become an industry buzzword. Be assured that you have no idea what will come next. Columbia University professor Amar V.

Disruptive Innovation 15

Disruptive Innovation Christensen Metrics Innovation 15

Harvard Business Review

JANUARY 26, 2012

".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. He was right.

Disruptive Innovation 13

Disruptive Innovation Hedge Venture Capitalist Venture Funding 13

Harvard Business Review

FEBRUARY 21, 2011

In 2005, IBM sold its PC division to its former competitor, Lenovo. It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones.

Core Competence 14

Core Competence Prahalad Film Hamel 14

Harvard Business Review

AUGUST 9, 2011

Leaders at companies with high innovation premiums, in fact, landed at about the 88th percentile on our Innovator's DNA assessment, which measures the five skills of disruptive innovators: questioning, observing, networking, experimenting, and associational thinking. That's what an innovative leader does.

Innovation 15

Innovation Company Disruptive Innovation Restructuring 15

Harvard Business Review

JUNE 23, 2011

In both cases the new technology ended up augmenting, rather than replacing existing channels. Despite bold proclamations of industry transformation, legacy technologies often last for a very long time. Western Union, the day's leading telegraphy player, declined to invest in the new technology. This isn't unusual. Why is this?

Banking 13

Banking Chemicals Technology Video 13