N2Growth Blog

JUNE 14, 2010

Why didn’t Folgers recognize the retail consumer demand for coffee and develop a Starbucks type business model? Let’s just take a moment and look at a few notable examples of what happens to companies that become complacent…Why didn’t the railroads innovate? Why didn’t IBM see Dell coming?

Business Model 332

Business Model Blog Disruptive Innovation Brand 332

N2Growth Blog

JANUARY 13, 2011

In order for your enterprise to turn an idea into a monetizing and/or value creating event you should develop a strategic plan that attempts to measure the idea against the following 15 elements: 1. It should be developed as a solution to a problem or to exploit an opportunity. I look forward to hearing more from you.

Blog 410

Blog Innovation Strategic Planning Brand 410

Harvard Business Review

JANUARY 13, 2014

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Welch himself said in 2009 that optimizing a business for shareholder returns is the “dumbest idea in the world.”. No, it’s to maximize shareholder value. And short-term numbers at that.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

JANUARY 30, 2013

And while it has certainly burned many buyers of Amazon shares through the years — Amazon's stock price took a decade to get back to its 2009 peak — the long-run returns have been spectacular. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. In Morten T.

Training 9

Training Bond Christensen Long-term 9

Harvard Business Review

MARCH 12, 2012

American efforts to jumpstart the development of a cleantech economy have not been wildly successful to date. To help develop a cleantech industry, the government should spend its money on fully incubated business models that have proven the ability to create a profit and that have demonstrated sustainable competitive advantage.

Disruptive Innovation 10

Disruptive Innovation Competitive Advantage Business Model Technology 10

Harvard Business Review

OCTOBER 27, 2011

Listening to Amazon's finance chief Tom Szkutak explain the miss, it was immediately apparent that Amazon's problem was not with the top line. Amazon, it appears, is willing to wait as long as it takes to develop a portfolio of disruptive-growth businesses. per share by nearly a dime.

Christensen 12

Christensen Retail Long-term Incubator 12