2006 2014 Innovation Technology 
The Horizons Tracker
APRIL 28, 2022
Famous research from Stanford’s Nicholas Bloom illustrates the difficulties we face in keeping the wheels of innovation turning. Bloom illustrates that while we’re spending more on research and innovation than ever before, we’re getting diminishing returns for that investment. Engines of creation. in 1985 to 5.3%
The Horizons Tracker
DECEMBER 3, 2019
Entrepreneurship has seldom been sexier, with the press overwhelmed with stories of technological disruption and the tremendous changes emerging across society as a result of the bold and courageous innovators that are bucking the norm. Are we all entrepreneurs now? in 1985 to just 5.3% in 1985 to just 5.3% A decline in disruption.
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Harvard Business Review
JUNE 20, 2016
Continuously reinventing your organization doesn’t mean you have to start from scratch with each new innovation. These changes, often unclear and barely perceptible, foreshadow new trends in human behavior, technology, and demographics. By 2006, GMCR owned 100% of Keurig and officially renamed Keurig Green Mountain (KGM) in 2014.
Harvard Business Review
JUNE 15, 2016
In 2006, when the company launched a new line of foundations intended to address a wider variety of skin tones, Atis saw that they still didn’t measure up. She couldn’t get the image out of her head, so she began to research the technology requirements. It lit a fire under her. Atis created a rich ecosystem around her idea.
Harvard Business Review
JANUARY 29, 2014
That view is shared by University of Colorado’s Wayne Cascio, who in 2006 wrote about the high cost of low wages for business. Vivek Wadhwa of Stanford and Duke argues that this issue must go beyond talk of talent shortages and gluts to focus on innovation and a growing economic pie. Climate Change.
Harvard Business Review
AUGUST 16, 2017
There’s little argument that Tesla is a wildly innovative company. Tesla clearly doesn’t qualify under the traditional definition of a disruptive innovation. For one thing, it’s not clear what disruptive technology the company is offering. car manufacturer and all but three worldwide.
Harvard Business Review
OCTOBER 19, 2016
For example, Gillette has successfully encouraged consumers to trade up again and again by continually introducing razors with the latest and greatest shaving technology. In some cases, there may not be an obvious price gap within a category, but particularly innovative brands have been able to create them.
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