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Why Large Companies Struggle With Business Model Innovation

Harvard Business Review

Innovation success stories are all strikingly similar: a bright idea, supported by a zealot-innovator who sees it through. This is especially true for business model innovations — when the new idea is not a product, service, or technology but a different way of engaging with the customers and earning revenue from them.

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Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

Lead author of Business Model Generation and Value Proposition Design , which sold over one million copies in 37 languages. Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Deepa Prahalad – Focused on design and emerging markets.

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Growth Needs to Come from the Entire Company

Harvard Business Review

In everything it does, the company pays as much attention to its growth engine — its ability to manage innovation and launch consistently valuable products — as in any particular garment or device it sells. Where are the markets with opportunities? You’ll start with in-market leverage, growing within your core.

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Why Consumer Tech Is So Irritatingly Incremental

Harvard Business Review

And they’d all seen radial tires take over the European market. Almost none of their patents would be useful (the tire business was the second most research-intensive industry in the U.S after chemicals). market in the first 18 months after their introduction. This was no surprise to the top five U.S.-based incumbents.

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Bologna Shows How a Business Cluster Can Stay Vibrant for Centuries

Harvard Business Review

“He that will not apply new remedies must expect new evils; for time is the greatest innovator,” stated Francis Bacon. As with many clusters, a university sits at its center: founded in AD 1088, the Studium of Bologna was the major educational innovation of Europe’s second millennium.

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Don’t Be Tyrannized by Old Metrics

Harvard Business Review

As Carlos Tavares, chair of PSA Peugeot Citroën, explained to me, “Unit sales will remain important, but this shouldn’t be our driver… To be ready, we must experiment and learn as markets change.” They start in other markets, with other customers, or with stealth incursions into the edges of your market.

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Kodak’s Downfall Wasn’t About Technology

Harvard Business Review

Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. The company filed for bankruptcy protection in 2012, exited legacy businesses and sold off its patents before re-emerging as a sharply smaller company in 2013.