N2Growth Blog

AUGUST 9, 2010

All business (for profit or not) provide goods, services, or intellectual property/capital to a market (or markets) for some form of consideration. Even the most savvy CEO may have blind spots in his or her skill sets, core competencies, or voids in the org chart which can also cause blind spots.

Blog 288

Blog Brand Depreciation CEO 288

Tanveer Naseer

MARCH 10, 2015

Innovators think of a company not in terms of what it is or what it does, but in terms of what it knows —its skills and unique capabilities—and what it owns —such as infrastructure, proprietary technologies, standards, patents, brands, customer data, and so on. Steve Jobs also understood this principle very well. Jeff Bezos gets this, too.

How To 100

How To Retail Core Competence Innovation 100

N2Growth Blog

JUNE 14, 2010

So, in today’s post I’ll examine the power of disruption as a key business driver… Disruptive business models focus on creating, disintermediating, refining, reengineering or optimizing a product/service, role/function/practice, category, market, sector, or industry.

Business Model 305

Business Model Blog Disruptive Innovation Brand 305

Mills Scofield

FEBRUARY 8, 2013

By Jess Chipkin , Geneca, Manager of Public and Community Relations. Often considered the “Mother of Cause Marketing”, Ms. Cone proclaimed in 2010 that “cause marketing as we know it is dead” “Slapping a ribbon” on a product, website, or advertisement was now perceived as inauthentic.

Ryan 130

Ryan PR Project B2B 130

Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. It needs to shed a few divisions and find and focus on an integrative core competence. The customer is the ultimate beneficiary of these enhanced core competencies—not the driver or determinant.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

DECEMBER 13, 2017

Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Core Competencies. Performing market assessments.

Productivity 8

Productivity Products Core Competence Management 8

LDRLB

MAY 26, 2014

One of the things I think is most interesting is there’s a lot of old models of innovation and of strategy that I won’t say they don’t necessarily apply anymore, but they apply to very, very, almost static markets. They were using sort of these old models of that’s not a fear, that’s not core, that’s not our core competency, etc.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

JULY 9, 2014

R&D and marketing typically come at product development from different angles, and R&D’s “things” approach is often at odds with marketing’s “people” focus. In companies where R&D is very powerful, marketers can sometimes be heard complaining about products that are hard to understand and use.

Marketing 8

Marketing Power Short-term Long-term 8

Harvard Business Review

DECEMBER 4, 2013

But managing network effects as technology byproducts is a bit like treating cars as extensions of internal combustion engines; technically accurate, yes, but missing the larger purposes and points. Similarly, marketing loves the virality that social media and network effects facilitate.

Management 8

Management Supply Chain CIO Core Competence 8

Harvard Business Review

APRIL 9, 2018

The first thing they should know is that not all technological change is “disruptive.” Entrants may target over-looked segments of the market with a product considered inferior by incumbent’s most-demanding customers and later move up-market as their product improves. A prime example is Netflix.

Disruptive Innovation 12

Disruptive Innovation Innovation Business Model Human Capital 12

Harvard Business Review

SEPTEMBER 6, 2017

The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. The World Economic Forum predicts that “by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today.”

Company 12

Company Insurance Engineering Software 12

Harvard Business Review

SEPTEMBER 4, 2012

One such skill is portfolio management , the application of systematic tools for reducing risks and maximizing the return on investments. You then manage the risk and return in the portfolio by adjusting the mix and amount of investments, since it is unlikely that all of them will rise or fall to the same degree simultaneously.

Management 8

Management Core Competence Project Bond 8

Harvard Business Review

FEBRUARY 13, 2017

It’s hard to say, since a lot of other things happened in those same decades: the decline of unions, an explosion of information technology, a new round of globalization, and the dramatic rise in CEO pay. First, the catering companies hired employees at the going market rate, without any wage premium. In 1950 the economist S.H.

Company 11

Company Core Competence Outsourcing Restructuring 11

Harvard Business Review

APRIL 18, 2011

The sad but simple truth was that Cisco — arguably the world's premier internet network technology company — didn't deliver a Wi-Fi-enabled device. Cisco's leadership is very smart and Wi-Fi is part of the firm's core competence. Technology couldn't have been the issue. Smartphones were becoming smarter.

Wireless 11

Wireless Management Telecommunications Innovation 11

Harvard Business Review

DECEMBER 22, 2010

As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty. To do this, Goldman used its competencies in understanding markets, convening needed expertise and business networks. Early results are encouraging.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

APRIL 17, 2015

A company’s goal should be to integrate its arsenal of traditional and emerging digital marketing tools and specify where the field salesperson should be involved, if at all. Fortunately, B2B executives can draw upon sound guidance when reformulating their sales and marketing efforts. Nothing could be further from the truth.

B2B 8

B2B Forrester Telemarketing Media 8

Harvard Business Review

JUNE 26, 2013

Carr predicted that an organization''s ability to compete through investing in information technology was about to change dramatically. The IT boom of the 1980s and early ''90s had brought information technology to the corporate masses, unleashing the first full-scale technology revolution in the enterprise.

Supply Chain 8

Supply Chain Competitive Advantage Information Technology How To 8

Harvard Business Review

SEPTEMBER 27, 2016

The challenge is obvious: the quickening pace of technological change has shrunk the shelf life of skills acquired by today’s university graduates to just a few years. HBR: Companies have two options to meet talent shortages—they can look to an external labor market, or they can focus on developing their internal labor market.

Skills 8

Skills Company Core Competence Career 8

Harvard Business Review

MAY 8, 2012

telecom carriers face daunting challenges from device makers, content providers, social networks, and an array of disruptive technologies. Several portal companies compete with carriers as they have acquired "voice-over-internet" capabilities. Skype , for example, competes with fixed-line carriers by offering free mobile Skype calls.

Outsourcing 10

Outsourcing Wireless Telecommunications Core Competence 10

Harvard Business Review

NOVEMBER 10, 2015

In a recent Sloan Management Review article, Dartmouth professor Andrew King asked “ How Useful Is the Theory of Disruptive Innovation? 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.

Disruptive Innovation 8

Disruptive Innovation Innovation Christensen Henderson 8

Harvard Business Review

OCTOBER 8, 2014

The ingenuity is compelling: instead of using data to solve problems, AH technologies generate portfolios of provocative problems to solve. The global interoperability of big datasets guarantees that successfully managing a portfolio of investment hypotheses has become an essential precursor to successfully managing an investment portfolio.

Engineering 8

Engineering Core Competence Information Technology Hedge 8

Harvard Business Review

MARCH 26, 2012

Western multinationals — especially the most successful ones — consistently struggle to achieve their growth targets in emerging markets. Because they try to repeat their past success formulas — the ones that work so well for them in developed markets. Rich countries are the most technologically advanced.

Chief Technology Officer 12

Chief Technology Officer CTO Constraint Engineering 12

Harvard Business Review

JANUARY 31, 2018

The basic fact is that technology eliminates jobs, not work. — National Commission on Technology, Automation and Economic Progress, Technology and the American Economy, Volume 1, February 1966, pg. Otherwise the potential created by technical progress runs to waste in idle capacity, unemployment, and deprivation.

Policies 8

Policies Aggregate Demand Technology Education 8

Harvard Business Review

JULY 8, 2011

A huge global market consistent with Google's espoused mission to 'organize the world's information.' Rarely do the post-industrial stars align so well for an entrepreneurial enterprise hellbent on market revolution. The market reality proved sour. ideals that made it both a technology and market leader.

Innovation 15

Innovation Health Care Core Competence Media 15

Harvard Business Review

DECEMBER 1, 2017

You have to consider salaries, marketing budget, office size, technology services, and on and on. Too often, assumptions about the potential market and its clients can cloud our judgement about expenses. Too often, assumptions about the potential market and its clients can cloud our judgement about expenses.

Strategy 8

Strategy Budgeting Cost Price 8

Harvard Business Review

JULY 15, 2013

You are confident that your skills and competencies make you valuable and marketable and that you can access opportunities through your network. Using his respected industry knowledge, market insight, and professional network, he developed a proposal to create a solution architect. You work with people who energize you.

Career 12

Career Self-aware Proposal Core Competence 12

Harvard Business Review

MARCH 12, 2014

By leveraging connected mobile devices such as smartphones, existing in-venue Wi-Fi networks, low cost Bluetooth-enabled beacons, and a handful of other technologies, location analytics vendors have made it possible to get location analytics solutions up and running fast at a minimal cost. Marketing.

Retail 9

Retail Customer Intimacy Apparel Wireless 9

Harvard Business Review

NOVEMBER 9, 2017

One of us (Paul) is a strategy scholar and economist; the other (Amy) studies organizational behavior and operations management. From the perspective of the senior management at many companies, missing sales targets is a failure in the execution of an analytically sound strategy.). Insight center.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

NOVEMBER 3, 2011

The algorithms, software and massively parallel architectures underlying the Jeopardy -winning technology's design are undeniably important, he says. Tomorrow's technologies are increasingly about their ability to learn from you and your ability to effectively train them.

Core Competence 12

Core Competence Human Capital Technology Health Care 12

Harvard Business Review

MARCH 23, 2015

When I wrote the book Shared Minds: The New Technologies of Collaboration 25 years ago (!), I found technology central to the answers. The book was the first to explicitly examine how tools and technologies shape creative collaboration in science, business, and the arts. Technology remains an indispensable ingredient.

Technology 8

Technology Creativity Learning-by-Doing Innovation 8

Harvard Business Review

JUNE 1, 2015

Rivals were developing digital technology to replace the existing analog standard. Build off its core competence, or play from weakness? Could both technologies exist side by side? That’s partly because they had spent much of their lives building up their expertise in analog technology. Internal debate raged.

Organization 8

Organization Engineering Technology Learning Curve 8

Harvard Business Review

JUNE 8, 2015

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

JUNE 7, 2012

Is your firm ready for this new age of peer-to-peer marketing? How long does it take our social media, PR or marketing people to find our customer advocates when they're needed to rebut a critique or attack, or talk to a media interviewer? Let's say you're preparing for a major product or service launch.

Reference 15

Reference Tips Media Case Study 15

Harvard Business Review

MARCH 8, 2013

The 'iPods' of poverty alleviation and literacy have likely been invented and put to use by small organizations in some corner of the globe, but there is no market for identifying these breakthrough ideas and ensuring widespread adoption.". Consider these examples: 1.

Entrepreneur 8

Entrepreneur Porter Team Innovation 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Individuals compete for promotion. Managers assess performance. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Individuals compete for promotion. Managers assess performance. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

JUNE 7, 2012

Is your firm ready for this new age of peer-to-peer marketing? How long does it take our social media, PR or marketing people to find our customer advocates when they're needed to rebut a critique or attack, or talk to a media interviewer? Let's say you're preparing for a major product or service launch.

Reference 12

Reference Tips Media Case Study 12