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Disruptive Business Models | N2Growth Blog

N2Growth Blog

So, in today’s post I’ll examine the power of disruption as a key business driver… Disruptive business models focus on creating, disintermediating, refining, reengineering or optimizing a product/service, role/function/practice, category, market, sector, or industry. When was the last time you entered a new market?

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Scott D. Anthony: An interview by Bob Morris

First Friday Book Synopsis

Based in the firm’s Singapore offices since 2010, he has led Innosight’s expansion into the Asia-Pacific region as well as its venture capital activities (Innosight Ventures). He has worked with clients ranging from national governments to companies in […].

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When Companies Want to Innovate, But Investors Won’t Let Them

Harvard Business Review

Businesses understand the power of digital innovations to reshape industries and markets. Clayton Christensen and others argue that an incumbent’s failure has little to do with the newness or complexity of the technology. We measured digital innovation based on the number of digital patents the firm had secured from 1998 to 2010.

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Why Management Ideas Matter

Harvard Business Review

Or consider the influence of Clayton Christensen, who tops the new ranking. Christensen's influence on the business world has been profound. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. The ideas of INSEAD professors Chan W.

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Ideas Don't Equal Innovation | N2Growth Blog

N2Growth Blog

Disruptive innovation is rarely raw genius that bubbles-up, but rather the culmination of several things: a sound idea, vetted through great process, refined by innovative application and brought to market by outstanding leadership. Moore and Christensen tell us what to do, but their prescription is rarely followed. Thanks David.

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China, America, and Copycat Economics

Harvard Business Review

pace in the first quarter of 2010. Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. That was down from 9.7%

GDP 13
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Nigeria’s Big Gamble on One Indigenous Entrepreneur

Harvard Business Review

But there are further reasons for optimism, and lessons for companies looking to understand the power of indigenous entrepreneurs in emerging markets. The latest set of contracts, penned in 2010 , have run aground due to haggling over Chinese access to oil blocks and the threat of unfavorable regulation.