Developing Strategy
How Useful Is the Theory of Disruptive Innovation?
How well does Clayton M. Christensen’s theory describe what actually transpires in business?
How well does Clayton M. Christensen’s theory describe what actually transpires in business?
Innovation flourishes when companies are geographically close, but knowledge poaching can thrive, too.
Biomarkers Consortium, a public-private partnership in the health industry, presents five lessons in managing collaboration.
There are five options for structuring intellectual property partnerships, ranging from licensing to joint ventures.
Companies can participate in “collaborative consumption” through creative new approaches to defining and reusing their resources.
One way to learn, argue Paul J.H. Schoemaker (Wharton School) and Steven Krupp (DSI), is to “try to fail fast, often and cheaply in search of innovation.”
By using mobile devices, social media, analytics and the cloud, savvy companies are transforming the way they do business.
The ideal window of opportunity to enter a new industry starts when a dominant category label is introduced.
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.
New research looks at the strategies executives use in capturing new growth opportunities.
Unconventional approaches to innovation are speeding up new product development, making R&D faster and cheaper.
P&G’s open innovation program nurtures collaboration with individuals and companies globally.
People who are “different,” behaviorally or neurologically, can add significant value to companies.
Chinese companies are reengineering new product development in ways that reduce lead times.
The most effective brainstorming processes draw from both individual thinking and group discussion.
Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.
Companies are increasingly turning to contests to generate many diverse ideas.
What motivates volunteers to take part in innovation projects?
This year’s award goes to the authors of “Creating Employee Networks That Deliver Open Innovation.”
Which parts of your innovation processes should you open up to the wider world?