N2Growth Blog
APRIL 29, 2021
As each piece of new technology hits the market, scam artists worldwide are becoming increasingly more crafty in their approach to exploit vulnerabilities in security and have left us exposed to digital attacks. This immense expansion of digital space has left us in dire need of advanced cybersecurity measures.
Marshall Goldsmith
FEBRUARY 8, 2018
Whitney Johnson – Author of the critically acclaimed: Disrupt Yourself. Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Deepa Prahalad – Focused on design and emerging markets. Leads Tuck’s incredibly innovative coaching program.
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Harvard Business Review
MARCH 22, 2011
As Lafley recalled, P&G had planned to quietly test market Vibrant — their bleach offering to rival Clorox — in out-of-the-way Portland, Maine. An excellent business case could be made that Clorox's "Portland Massacre" was — dollar-for-dollar — its most strategically important (anti)marketing innovation that year.
Harvard Business Review
MARCH 30, 2011
That McDonald's or Pret a Manger is less open to disruptive innovation than El Bulli? If you believe any, or all, of those things, then you're not a business sophisticate, you're an innovation snob. Design innovation mattered more than technical innovation. Innovation snobbery is a market signal.
Harvard Business Review
OCTOBER 19, 2021
How Molson Coors balanced exploitation and exploration, while innovating to enter new beverage markets.
Harvard Business Review
DECEMBER 6, 2016
This means self-driving cars have shifted from a period of wild experimentation directly to market adoption — what Paul Nunes and I describe in our 2013 HBR article as “big bang” disruption. That’s where the real disruptive innovation will come from.
Harvard Business Review
SEPTEMBER 3, 2013
But I''ve just finished work on a new book with Paul Nunes on the new age of disruptive innovation (based on our March 2013 HBR article, " Big Bang Disruption "). Transaction costs, Coase argued, explained why some interactions were left to the market and others were internalized in increasingly large, complex enterprises.
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