Business Model Cooper Energy Innovation 
Harvard Business Review
OCTOBER 29, 2012
If the cost of innovation is falling, that should enable more of it from poorer countries, companies or cooperatives. If it's not, the already big and already rich will dominate innovation. Part of the issue here is lumping together incremental innovation with disruptive innovation.
Harvard Business Review
AUGUST 14, 2014
A philanthropist and a magazine editor discussed new business models for publishing. It’s part of what made the conversations so good: research from Kellogg shows that the cost of thinking with people like you hurts the rate of innovation – as measured by new ideas — by 15%. Innovation Leading teams' Skill sets.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
DECEMBER 6, 2016
At Cabot Creamery Cooperative, we’ve seen firsthand that combining corporate self-interest with support for social and environmental issues is not a costly distraction. “It helped us do things we couldn’t do ourselves, like creating benchmarking models and a template for our employee manual.”
Harvard Business Review
MARCH 28, 2016
These are some of the basic assumptions behind the model that has guided the oil and gas industry for decades. But during the past decade, American shale oil and gas producers pioneered a new business model that shattered the incumbents’ approach. Energy Information Administration. By comparison, the U.S.
Harvard Business Review
OCTOBER 21, 2016
Traditional business models aim to create value for shareholders, often at the expense of other stakeholders. Sustainable businesses are redefining the corporate ecosystem by designing models that create value for all stakeholders, including employees, shareholders, supply chains, civil society, and the planet.
Harvard Business Review
MAY 8, 2013
Henry Beyer walked up to a Mini Cooper in the city parking lot across the street from his office in downtown Houston. Starr was a straight-up rental car company, same business model as ours. The basic business model hadn''t changed in 30 years, and Beacon, like all the other major players, was forced to compete on price alone.
Strategy Driven
JANUARY 24, 2011
Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.
Expert insights. Personalized for you.
8 
Let's personalize your content