Harvard Business Review

AUGUST 9, 2018

Many of these nonprofits use technology, but the way they transform perceived weaknesses into strengths — nonprofit judo — can inspire any social venture. Customers: Segment them differently. My experiences with nonprofit entrepreneurs have revealed patterns in the strategic choices that successful leaders make.

Strategy 11

Strategy Market Segmentation Crisis Entrepreneur 11

Harvard Business Review

NOVEMBER 10, 2015

In particular, Christensen’s research offers a powerful lens for understanding why incumbents so often lose to upstarts attacking from the low end of the market. When faced with a new technology, however, market leaders often found their historical capabilities were poorly suited to new conditions and difficult to change.

Disruptive Innovation 8

Disruptive Innovation Innovation Christensen Henderson 8

Harvard Business Review

SEPTEMBER 7, 2018

This was a break from the previous decade, when technical improvements and competing technologies meant constant upgrades , advancing from dial-up through early cable-based broadband, DSL service offered over the analog phone network, early fiber-based deployments (notably Verizon FiOS) and cable’s last major upgrade, known as DOCSIS 3.0.

Succession 8

Succession Construction Short-term Long-term 8

Harvard Business Review

MARCH 17, 2011

A big insurance company I know of wants to design a radical new future, so they have committed significant resources to large-scale innovation. But they could also be hard, technical capabilities, such as developing new technology around social media. And you will have them even if the direct benefits of the project "fail.".

Innovation 16

Innovation Committee Market Segmentation ROI 16

Harvard Business Review

DECEMBER 22, 2010

To do this, Goldman used its competencies in understanding markets, convening needed expertise and business networks. It measures and holds itself accountable for changes in the way that teachers use information and communications technology in the classroom. But Intel doesn't just measure the number of participants to gauge success.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

DECEMBER 4, 2017

This approach is best supported by simulations, assessments, onboarding programs, and other means that technology is making less costly. But the real constraint remains management’s commitment to establishing, communicating, and keeping up-to-date a clear hiring process. For instance, is the candidate coachable?

Long-term 8

Long-term Short-term Team Succession 8

Harvard Business Review

DECEMBER 4, 2017

This approach is best supported by simulations, assessments, onboarding programs, and other means that technology is making less costly. But the real constraint remains management’s commitment to establishing, communicating, and keeping up-to-date a clear hiring process. For instance, is the candidate coachable?

Long-term 8

Long-term Short-term Team Succession 8