Harvard Business Review
JANUARY 10, 2011
The game isn't over, and adding Verizon's other innovations might even change the game. There is still a debate in strategy circles about whether it is better to be the first mover or a fast follower, and whether missing out on the first wave of disruptive innovation means falling behind forever.
Harvard Business Review
NOVEMBER 14, 2012
That doesn't mean they will change or even that they are predisposed to change; it simply means that competitors in those industries will likely lose if they can't change at least as fast as their customers. The goal is assuring that the firm's ability to innovate is effectively aligned with the customers' willingness to value them.
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Harvard Business Review
JANUARY 23, 2014
If, as Dave suggests, there isn’t any ideal design model, then how does one choose an approach to designing an organization that is robust enough to address the dual goals of achieving efficiency and investing in growth at multiple levels of the organization? Are you competing on the basis of on-going product or technological innovation?
Harvard Business Review
SEPTEMBER 6, 2012
But the gravest concern we've heard, that the ruling creates a legal climate that will stifle innovation, is unfounded. It's a model that works when you're competing to provide a safer car, a faster computer, or a cheaper airline ticket, but it's of little use when the goal is a better user experience.
Harvard Business Review
MARCH 4, 2014
So are a lighting retrofit, a boiler overhaul, innovation to reduce energy use of your products, and much more. In my experience, most companies are risk-averse and like to fashion themselves as great “fast followers.” Those more engaged organizations will be more innovative and have a leg up in a hotter, scarcer world.
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