2006 Disruptive Innovation Management Marketing 
N2Growth Blog
JUNE 14, 2010
Few things are more critical to your efforts in increasing your revenue growth and corporate sustainability than understanding the value of disruptive innovation. The most successful companies incorporate disruptive thinking into all of their business and management practices to gain distinctive competitive value propositions.
N2Growth Blog
OCTOBER 10, 2010
Sure, great leaders never lose sight of their core business, they pay attention to managing risk, etc., Incremental improvements are good business, while disruptive innovation is great business – a game changer. Disruptive innovation is the game changer that shatters the status quo.
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N2Growth Blog
JANUARY 13, 2011
Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, taint the brand, adversely affect external relationships, and cause a variety of other problems for your business. All initiatives surrounding new ideas should include detailed risk management provisions.
Harvard Business Review
AUGUST 28, 2014
A recent article in The Economist , citing the work of Ryan Raffaelli at Harvard Business School, points to what it calls a “paradox” in the aftermath of disruptive innovation. Today, the company does roughly $50 million in total sales, with the home market accounting for over 80% of them. That’s a healthy company. cut of sales.
Harvard Business Review
JUNE 20, 2016
The partnership provided Keurig with the funding it needed, plus the value-added education in roasting and brewing coffee, and gave GMCR a stake in a promising innovation at relatively low risk. By 2006, GMCR owned 100% of Keurig and officially renamed Keurig Green Mountain (KGM) in 2014. KGM responded by releasing the Keurig 2.0
Harvard Business Review
APRIL 15, 2013
I first heard about it when everyone did in 2006. Markets change. This is an era of disruption. Not disruption as the occasional event, but disruption as the constant, chronic condition of our professional lives. You would hope that we were getting better at understanding and managing change.
Harvard Business Review
AUGUST 20, 2013
Adoption risk: Adopting technologies or responding to market, business, and technology trends too quickly or too slowly; reactively or over thought, without considering how non-technical implications or unintended consequences contribute adoption risk. IT creates risk confusing leadership, governance, and managing.
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