Gilbert Innovation Operations Power 
Harvard Business Review
JULY 15, 2016
Once one of the most powerful companies in the world, today the company has a market capitalization of less than $1 billion. Today the company has annual revenues above $20 billion, competes in healthcare and electronics operations and derives significant revenues from document solutions. Why did this happen?
Harvard Business Review
JUNE 17, 2015
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. Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things.
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Harvard Business Review
FEBRUARY 3, 2015
Make you more innovative. ” Given a choice between a network heavily skewed to the power players in your firm and a good mix of diverse contacts, which would you choose? The sidebar “The Innovator’s Network Dilemma” presents convincing data that bears out this observation. It can keep you informed.
Harvard Business Review
JANUARY 29, 2013
Yale School of Management Professor Dick Foster notes that a single firm cannot innovate faster than the market in which it participates. A large company just can't innovate faster than the market. But a large company can innovate better than the market. And the odds are pretty high that she is going to lose. Why is that?
Harvard Business Review
JUNE 10, 2015
media innovators, with hundreds of billions of dollars created by companies that are helping democratize content production and distribution while developing new ways to connect advertisers and customers. Zooming in on the sales challenge helps to highlight the difficulty of business model innovation.
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