CEO Disruptive Innovation Engineering Operations 
N2Growth Blog
JUNE 14, 2010
While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. So why do so many established and often well managed companies struggle with disruptive innovation?
N2Growth Blog
JANUARY 13, 2011
Realistic : Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. I have seen and worked with several entrepreneurs and CEOs that jump on the fashion band wagon or immediately implement any idea that pops into their head with almost no analysis.
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Strategy Driven
JUNE 29, 2016
Organizations do not operate in isolation, and hence it is critical to bring key stakeholders, including suppliers, on board with any new initiative. Customers are firmly in the “prove it to me” camp, and often it is best to seek new customers when pursuing entrepreneurial initiatives and innovative products and services.
Harvard Business Review
OCTOBER 31, 2014
Despite their resource advantages, incumbents are seldom the authors of game-changing innovation. It’s not that veteran CEOs discount the value of innovation; rather, they’ve inherited organizational structures and processes that are inherently toxic to break-out thinking and relentless experimentation.
Harvard Business Review
DECEMBER 30, 2014
Google Trends reveals that interest in disruptive innovation crept up to peak levels this year. It seems that every time you hop on a quarterly earnings call, the CEO mentions innovation. And even with the best of intentions, most CEOs start off disadvantaged in building the next big thing.
Harvard Business Review
MAY 21, 2015
The idea of disruption excites some people and terrifies others. Consider the recent case of The New Republic , in which a new, disruptive CEO came in and vowed to “break s**t.” Kenneth Andersson. ” The company’s top journalists balked, the brand was sullied, and the business still struggles.
Harvard Business Review
JUNE 1, 2015
The former CEO believes that delivering profits is the main measure of a company, and he’s justly proud of the $250 billion of profits Microsoft generated during his tenure over 14 years. Profits appear more and more as a lagging indicator of yesterday’s innovations. Consider Microsoft under Steve Ballmer.
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