N2Growth Blog

JUNE 14, 2010

Few things are more critical to your efforts in increasing your revenue growth and corporate sustainability than understanding the value of disruptive innovation. So why do so many established and often well managed companies struggle with disruptive innovation? Why didn’t IBM see Dell coming?

Business Model 361

Business Model Blog Disruptive Innovation Brand 361

The Horizons Tracker

MAY 28, 2020

Those still working on site are often arguably under even greater strain, whether those in our hospitals and health systems, or those in our food and retail supply chains. Those able to work from home have to adapt to often very new ways of working.

Hamel 99

Hamel Leadership Supply Chain Tourism 99

Strategy Driven

OCTOBER 11, 2013

Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. K-Mart had become the odd retailer out but still kept 1,500 stores for its reorganization. Inevitably, when retailers contract, they blame poor performance upon bad locations. Doing Things as We Always Have.

Crisis 58

Crisis Crisis Management Retail Budgeting 58

Strategy Driven

FEBRUARY 4, 2011

Retailers make 70% of their earnings in the fourth quarter of each year. The product’s former innovation and dominance has somehow missed the mark in today’s business climate. Damage control, crisis management mode. Operational Statistics. One out of every 12 businesses fails.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

SEPTEMBER 6, 2013

Lululemon, the upscale retailer of yoga clothing, is doing great. Except when it''s not, which is becoming increasingly common — see the sheer pants crisis , the abrupt resignation of a CEO , a poorly-received job ad to replace said CEO, and a bit of media heat over a 2011 murder that occurred in a Bethesda store.

Supply Chain 8

Supply Chain Company Crisis Crisis Management 8

Harvard Business Review

AUGUST 23, 2012

million per year , raising $194 million net in total for them over a five-year period — a huge sum in any vernacular, and unheard of in retail charitable fundraising. This, after a five-year relationship with us in which we had increased their annual breast cancer research grant-making ability from about $5 million per year to $70.9

Teamwork 13

Teamwork Learning-by-Doing Maturity Case Study 13