CEO Competitive Advantage Disruptive Innovation Innovation 
Strategy Driven
JUNE 29, 2016
Professors of business and corporate strategy (which includes me) research and lecture about the goal of long-term “sustained” competitive advantage, driven by grand plans that mesmerize and seduce the most seasoned leaders and leadership teams. This helps avoid the natural resistance to change that the current supplier may have.
N2Growth Blog
OCTOBER 10, 2010
I listened to esteemed business school professors, two Nobel laureates, bestselling authors, and some of the world’s most successful CEOs. If you cannot turn an idea into innovation, if you can’t put thought into practice, it’s not a game changer. If it’s not really meaningful, it’s not a game changer so why do it?
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N2Growth Blog
JANUARY 13, 2011
As a result of our conversation, I decided to dust-off an old post, give it a few updates, and pass along my thoughts, which can be best summarized as “ Ideas Don’t Equal Innovation. “ It is my hope to help dispel the myth that ideas are inherently good things. Ideas on their own accord are really quite useless.
Harvard Business Review
DECEMBER 19, 2016
One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer. CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. The 21st-Century CEO.
Harvard Business Review
AUGUST 26, 2013
The business media lit up over the weekend with the news that Steve Ballmer, the college friend who worked alongside Bill Gates to build Microsoft and was heir to the CEO job, will step down within a year. The debate has focused almost entirely on the leadership of innovation. Well, guess what: it does.
Harvard Business Review
FEBRUARY 21, 2011
They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones. The latter just signed a partnership agreement with Microsoft to develop new mobile solutions, after the new CEO acknowledged that the phone maker has been left behind by its competitors.
Harvard Business Review
AUGUST 18, 2014
This theory states that success is dependent on positioning your business in a profitable market, where it will have or can gain a competitive advantage. Moreover, the split does not change the competitive advantages either. Unfortunately this theory also fails to explain the decision to split.
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