N2Growth Blog
JUNE 14, 2010
While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. So why do so many established and often well managed companies struggle with disruptive innovation?
Harvard Business Review
APRIL 9, 2018
The topic model allows us to analyze similarities and overlap among topics between published papers. For example, the model revealed that the topic “disruptive innovation” is often mentioned alongside the topic “business model” in many studies. This may happen in two ways.
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N2Growth Blog
JANUARY 13, 2011
The reality is that many businesses are quick to recognize great ideas, but they often have no plan for how to successfully integrate them into their business model. Again, keep in mind that innovation and ideas are not one in the same. David Locke Innovation fails because of management, not the innovation.
Harvard Business Review
OCTOBER 30, 2017
Finally, health care, which has been largely immune to the forces of disruptive innovation , is beginning to change. Whereas new technologies, competitors, and business models have made products and services more affordable and accessible in media, finance, retail, and other sectors, U.S. jennifer maravillas for hbr.
Harvard Business Review
JULY 4, 2014
online carrier that uses telematics to collect its customers’ driving information and reward them for driving safely, acquired 200,000 clients within three years after its launch in 2010. Disruptive innovation' Insurethebox, a U.K.
Harvard Business Review
DECEMBER 27, 2010
I thought it would be helpful to provide the list of 31 questions, and my one sentence perspective on each question, as it dovetails with my current book project (tentatively titled, The Little Black Book of Innovation.) Consider it a summary of what's on my mind as 2010 comes to a close. How do you define innovation?
Harvard Business Review
AUGUST 23, 2011
pace in the first quarter of 2010. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. They need to test assumptions, iterate, and change their business models rapidly in order to find a product and profit formula that is viable.
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