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Disruptive Business Models | N2Growth Blog

N2Growth Blog

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?

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The Most Innovative Companies Have Long-Term Leadership

Harvard Business Review

Call 2014 the year of innovation. 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. But it’s an idea that demands attention, investment, and a long view of the market.

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Overcoming the Barriers to Corporate Entrepreneurship

Strategy Driven

How do organizations achieve longevity, the kind of longevity that survives long past the founder or any particular leader or leadership team? Organizations do not operate in isolation, and hence it is critical to bring key stakeholders, including suppliers, on board with any new initiative. Resistance from the Supplier.

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0511 | Larry Downes: Full Transcript

LDRLB

You are also the author of a ton of different stuff around this idea of disruption, the most recent one being- I’m making sure I get this title right. The most recent being Big Bang Disruption: Strategy in the Age of Devastating Innovation. If you follow his advice, you’re going to wait too long. LARRY: Sure.

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Game Changers | N2Growth Blog

N2Growth Blog

While there were clearly a few moments last week that I found instructionally valuable in terms of creating a game changer ( Nando Parrado ), there weren’t nearly enough of them. A lesson that I learned long ago is that you simply cannot experience sustainable improvement without transformation.

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Research: Self-Disruption Can Hurt the Companies That Need It the Most

Harvard Business Review

In the traditional model of electricity generation, large power plants produce power at a centralized location, which operates at a considerable distance from the points of consumption. As we studied the data, we realized that we were looking at the results of a rare natural experiment on the costs of adjustment to self-disruption.

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No Innovation Is Immediately Profitable

Harvard Business Review

Even using what seemed to be conservative assumptions, the team’s long-term projections showed a big, profitable idea. Every company should dedicate a portion of its innovation portfolio to the creation of new growth through disruptive innovation. That choice has long-term repercussions.