Harvard Business Review
NOVEMBER 24, 2017
Since its HBR debut in 1995, the concept of disruptive innovation —the process by which a smaller company with limited resources is able to launch a product or service that displaces established competitors—has been extensively incorporated into startup vernacular. adapt, amplify, compile, configure).
Harvard Business Review
JUNE 27, 2013
The seventh stage of development typically takes places between the ages 40-64 and centers around generativity, a period not of stagnation, but of productivity and creativity, including a strong commitment to mentoring and shoring up the next generation. It also comes with a panic button that gives women who work out alone peace of mind.
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Harvard Business Review
SEPTEMBER 4, 2017
Invariably, each CEO we host recognizes two truths: Digital disruption will reshape their industry in one fashion or another and they must find a way to embrace these changes. And while that may seem appealing to unsavvy onlookers, it can be the kiss of death for a CEO facing disruptive entrants. It’s not a level playing field.
Harvard Business Review
JANUARY 30, 2014
Also involved in the jostling are a lot of interested but not quite so committed investors trying to figure out which way Apple is headed, plus a bunch index funds that have to own a lot of AAPL because it has the highest market capitalization of any corporation on the planet (indexing giant Vanguard is Apple’s biggest shareholder ).
Harvard Business Review
MARCH 21, 2016
” It might be hard for people in HR to hear, but only 20% of those who responded said that their HR function was enabling them to transform, ranking them even lower than finance — an area not exactly known for its agility. The most disrupted industries typically suffer from a perfect storm of two forces. Commitment.
Harvard Business Review
MAY 30, 2013
And so many would-be corporate innovators find themselves lacking the mandate, the capital, and the organizational structure to run iterative tests to validate their ideas in an uncertain world — the very core of "lean". So, before you commit yourself to the path of iteration, you need to work on creating a foundation for innovation.
Harvard Business Review
FEBRUARY 19, 2015
Steve Jobs’ successors are at least an order of magnitude more credible as disruptive innovators than the heirs of Ford and Sloan. According to data from Yahoo finance, company’s market cap exceeds that of Toyota, BMW, Volkswagen, Ford, GM, Honda, Fiat Chrysler, Tesla, and Daimler combined.
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