Harvard Business Review

MAY 28, 2014

But we knew that by putting prototypes into the wild, we’d start to learn how this radical new technology— something that sits on your face, so close to your senses—might be used. Should Google revise its strategy to pursue that opportunity? Some emphasize the importance of sticking to innovations adjacent to a firm’s core business.

Strategy 10

Strategy Early Adopters Innovation Proposal 10

Harvard Business Review

JUNE 3, 2014

With a market size of $8 billion in 2013 Massive Multiplayer Online Gaming (MMOG) is becoming big business. million as of 2013. LoL’s 2013 World Championship garnered online viewership of 32 million on Twitch.tv This all sounds splendidly disruptive: new technology-enabled social media redefining what we think of as sport.

Industry 8

Industry Sports Advertising Strategy 8

Harvard Business Review

JUNE 7, 2013

While every other player in the electric car space was focused on innovating individual pieces — vehicles, batteries, charge spots — Better Place''s strategy was unique in innovating the larger puzzle to deliver an affordable drive-anywhere, anytime solution. By May 2013 it had sold fewer than 3,000 vehicles.

Mass Marketing 8

Mass Marketing Transportation Depreciation Short-term 8

Harvard Business Review

MAY 6, 2013

Increasingly, the CIO and IT must be seen less as merely developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it. Define Your Strategy. This means a lot of change for enterprise IT organizations.

CIO 8

CIO Hamel Technology Tactics 8

Harvard Business Review

MAY 16, 2016

If innovation is a key strategic priority, does your organizational structure enable creative collaboration, risk-taking, and knowledge sharing? To maintain strategic alignment, a company’s people, culture, structure and processes have to flex and change as the strategy itself shifts.

Banking 14

Banking Strategy Film Operations 14

Harvard Business Review

APRIL 4, 2014

Cellairis had tinkered with its core strategy, one that had been working beautifully, and it had turned ugly. System-wide revenue for 2013 was $350 million – seven times revenue for 2005. By mid-2013, the company was chugging along at a $200 million annual revenue rate. Tinkering can kill midsize companies.

Strategy 8

Strategy Wireless Company Retail 8

Harvard Business Review

MARCH 12, 2014

However, by the middle of the decade, Google was growing, YouTube was forming, and “operational excellence” wasn’t a differentiating strategy in technology. As CEO fit decreased, Ballmer’s performance followed and he was pressured out of the job in late 2013. Ballmer took over, and excelled at, a Box 2 challenge.

Strategic Fit 8

Strategic Fit Rogers CEO Strategy 8