Harvard Business Review

AUGUST 6, 2013

But when disruptive innovation threatens to breach a moat, high-margin companies usually find themselves especially ill-prepared to fight back. It''s partly because managers of well-moated companies tend to turn complacent — or just don''t need much skill to run such a business in the first place. Scripps 6.9%

Advertising 8

Advertising Christensen Media Disruptive Innovation 8

Harvard Business Review

DECEMBER 18, 2013

Setting up small, high-performing virtual teams has enormous potential for companies to increase sales, penetrate new markets, improve business processes and come up with the next generation of disruptive innovations. He says it takes entrepreneurial spirit and initiative as well as technical skills to thrive as a remote worker.

Team 8

Team Sharpe Disruptive Innovation Bottom-up 8

LDRLB

JANUARY 13, 2014

” What you found is actually some evidence of the design thinking mentality and the design thinking process in larger, almost management operations and in strategy making and all of these sort of things that go beyond product design. It can be services, it can be experiences, etcetera.” It can work.

Innovation 104

Innovation Tools Open-book Learning-by-Doing 104

Harvard Business Review

MAY 28, 2015

The Future of Operations. The latter are troublesome because the knowledge base and skills required to operate in the new realm are so fundamentally different. Managers constantly try to fit new market needs to existing processes and routines. Sometimes they are a fit, but often they are not. Insight Center.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

JUNE 25, 2013

He knew that as the nature of work transformed and the pace of change increased, existing management practices, not to mention worker skill sets, would quickly become outdated and fail to meet the needs of the coming information economy. Business education Disruptive innovation Managing uncertainty'

Drucker 9

Drucker Disruptive Innovation Uncertainty Globalization 9

Harvard Business Review

FEBRUARY 27, 2017

An increase in the dynamism and diversity of business environments means that people must adapt their skills more quickly. Finding effective and affordable ways to help people acquire transferable skills during their careers, not just before they start out, is a large social challenge. As an example, look at the digital skills gap.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

APRIL 26, 2011

The skills required to play hockey are very different from those required to play basketball. His skills and work ethic suggest that it would be reasonable to assume he could have been a world-class ice hockey player if he had dedicated himself to the sport as a youth. Innovation muscles can be built. That's no dig on James.

Sports 14

Sports Christensen Innovation Class 14

Harvard Business Review

DECEMBER 6, 2016

While cars have been getting smarter and smarter, the removal of human operators is what will dramatically change the law. From the beginning, self-driving vehicles have proven to be better drivers than most human operators, since software is able to learn as it goes. That’s where the real disruptive innovation will come from.

Transportation 8

Transportation Technology Software Supply Chain 8

Harvard Business Review

JUNE 22, 2018

HCCI outsourced back-office operations — human resources, accounting, finance, medical transcription, radiology — to low-cost but high-skilled employees in India. For instance, all FDA approved medicines were purchased at one-tenth the cost for the same medicines in the U.S.

Health Care 15

Health Care System Innovation Price 15

Harvard Business Review

JUNE 20, 2016

Within an enterprise, this means balancing the demands of current operations while laying the groundwork for future opportunities, as well as reviewing past activities and policies that may be holding back your organization. Continuously reinventing your organization doesn’t mean you have to start from scratch with each new innovation.

Innovation 9

Innovation Company Engineering Technology 9

Harvard Business Review

AUGUST 18, 2014

So how would the addition of a concept of liabilities to the RBV help us explain Gannett’s decision? According to the CEO of Gannett, Gracia Martore , one reason for the split is that the combined businesses had a liability: anti-trust restrictions.

RBV 9

RBV Competitive Advantage Resources Media 9

Chart Your Course

JUNE 30, 2016

Ineffective companies operate only from the other two layers. The 5 domains of EQ are: 1) Self-Awareness, 2) Self-Regulation, 3) Motivation, 4) Empathy, 5) Social Skills. According to Sinek, great companies and leaders start with the “Why” layer. Drive: The Surprising Truth About What Motivates Us (2011). By Daniel H.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

MARCH 21, 2016

But the sheer pace of change has created a skills gap, which is stopping many of these organizations from moving more quickly. Tasked explicitly with driving growth, these roles combine strategy, corporate development, investment, and operations, as companies seek to find meaningful new revenues streams. Sponsored by Accenture.

Industry 8

Industry B2C Agility Bureaucracy 8

Harvard Business Review

SEPTEMBER 4, 2017

For those companies with the skill to pull it off, it worked. Businesses such as IBM and Apple were able to weather disruptive shifts in their markets by taking such a course, creating separate teams and units focused on new innovations (PCs and smartphones respectively). It wasn’t easy to do, but it was a good strategy.

Christensen 8

Christensen Finance Innovation B2B 8

Harvard Business Review

OCTOBER 5, 2015

As we reflect on disruption across the industry there are key strategic questions, all of which fundamentally consider balance: What is the right balance between humans and technology across the full media and advertising ecosystem? When and how do we shift our businesses from legacy operating models to ones that better reflect the future?

Media 8

Media Advertising Audience Technology 8

Harvard Business Review

JUNE 12, 2014

In fact, it was only 7 years ago that Apple shipped its first iPhone and Google introduced its Android operating system. You’re witnessing creative destruction and disruptive innovation at work. Its worldwide market share of Smartphones has dwindled to 5%. It’s the paradox of progress in a capitalist economy.

Career 8

Career Planning CEO Entrepreneur 8

Harvard Business Review

JUNE 10, 2014

Almost every discussion of innovation today inevitably turns to the topic of “disruption.” Academics write about the power of disruptive innovation to transform one industry after another. Consultants have set up practices to focus specifically on helping companies become disruptive innovators. Absolutely.

Innovation 8

Innovation Disruptive Innovation Venture Capitalist Depreciation 8

Harvard Business Review

APRIL 1, 2013

He believed that the most disruptive innovations don't occur inside a single domain, but at the intersection of multiple diverse domains (such as the arts and the sciences).

Innovation 9

Innovation Attrition Software Globalization 9

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

SEPTEMBER 20, 2011

As for global corporations themselves, very few invested in upgrading their manufacturing plants and their employee skills in the way that German corporations have done through the 21st century. The economic value of much innovation accrued to China instead. Apple, the single exception, operates as a startup.

Innovation 13

Innovation Supply Chain Offshoring Policies 13

Harvard Business Review

MAY 19, 2015

Wall Street began charging a “conglomerate discount,” saying that diverse operations were hard to analyze with confidence. True synergies across the diverse operations were often hard to see.

Engineering 8

Engineering Learning Curve Fixed Costs Competitive Advantage 8