Thought-provoking strategy piece on HBR.org is worth a read. Some highlights: To help business leaders better understand industry disruption, we developed an index that measures an industry’s current level of disruption as well as its susceptibility to future disruption. For the former, we examined the presence and market penetration of disruptor companies; we also considered
Just read a good short post on strategy as hypothesis on HBR.com by Amy Edmondson and Paul Verdin. Some highlights: An alternative perspective on strategy and execution — one that we argue is more in tune with the nature of value creation in a world marked by volatility, uncertainty, complexity, and ambiguity (VUCA) — conceives of
In case you missed it, HBR has a nice piece on how startups often skirt (or ignore) laws during their early stages of growth. Some excerpts below: One of the unheralded advantages of a startup is what at first glance appears to be its weakness. Initially, a startup has no business model and no market
In past posts in this series I addressed briefly some of the most critical issues corporates should think about when starting an external innovation effort that will focus on startups. In this last post, I address the issue of value creation, which is perhaps the least understood and least defined aspect of most corporate venturing projects at their outset.
“The greatest griefs are those we cause ourselves.” — Sophocles One of the more fascinating Brexit phenomenon I have been following is the petition to re-hold the stay/leave vote, which is now approaching four million signatures. As this number increases — and irrespective of what was the right choice in this case — I wonder how many people on
In my work, I am involved in many discussions with executives on the topic of open innovation in a corporate environment. Across those discussions, certain themes have emerged that highlight to me the different challenges that corporate innovators face from those facing startup leaders. I have also noted that while a lot of articles are aimed at those innovating within
The latest issue of the Harvard Business Review contains a very interesting debate currently taking place between Clayton M. Christensen, one of the originators (along with Joseph L. Bowers in a 1995 HBR article) of Disruption Theory (“DT”), and some HBR readers. It’s actually quite a relevant discussion, since the concept of disruption has become such an ubiquitous and influential idea in business. Christensen’s (and his co-authors Michael
I just posted a new piece on HBR.com on SC Risk. It’s a short summary of my point of view on how SCRM needs to change its approach radically. Read full post here: http://blogs.hbr.org/cs/2012/11/why_quants_should_manage_your.html?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date