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Three Year-End Innovation Takeaways from Asia

Harvard Business Review

I've also had the chance to experience the world of venture capital investing through the small fund that our team in Singapore manages on behalf of the Singapore government. I argued a few months ago that the innovation axis was shifting from the West to the East. Innovation has never been more accessible.

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Kodak’s Downfall Wasn’t About Technology

Harvard Business Review

Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. Once one of the most powerful companies in the world, today the company has a market capitalization of less than $1 billion. Why did this happen?

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You Need a Community, Not a Network

Harvard Business Review

Consider Ashoka , which provides start-up funding and support for social innovators worldwide. Instead of passive subscribers, it created “communities of friends” who generated new story ideas and collaborated with Fast Company staff to develop themes of the “new management revolution.”. Informal leadership Managing people'

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How IBM, Intuit, and Rich Products Became More Customer-Centric

Harvard Business Review

This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. How well do you know your customers?

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How to Revive a Tired Network

Harvard Business Review

Make you more innovative. By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. It can keep you informed. Teach you new things. The list goes on.

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Innovate Faster or Innovate Better?

Harvard Business Review

Yale School of Management Professor Dick Foster notes that a single firm cannot innovate faster than the market in which it participates. The end result too frequently is the market speeds ahead of the autonomous organization. A large company just can't innovate faster than the market. Why is that?

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What Changes When AI Is So Accessible That Everyone Can Use It?

Harvard Business Review

Mazin Gilbert has an ambitious goal. As vice president of advanced technologies at AT&T, Gilbert wants to make AI technologies widely available throughout the corporation, especially to those who might not have a computer science background and may not even know how to program. Somewhat similar tools are already on the market.