We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Andrew A. King and Baljir Baatartogtokh
How well does Clayton M. Christensen’s theory describe what actually transpires in business?
Salvatore Parise et al.
There's a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
Eric Knight et al.
Biomarkers Consortium, a public-private partnership in the health industry, presents five lessons in managing collaboration.
September 21, 2011 | Eric von Hippel, Susumu Ogawa and Jeroen P.J. de Jong
It has long been assumed that companies develop products for consumers, while consumers are passive recipients. However, this paradigm is flawed, because consumers are a major source of product innovations. This article suggests a new innovation paradigm, in which consumers and users play a central and active role in developing products. The article also summarizes key findings from studies on consumer product innovation conducted in the United States, the United Kingdom and Japan.
How well does your company foster innovation? Open access to these three popular MIT Sloan Management Review articles that offer insights on becoming a more innovative organization is provided courtesy of PwC.
Mohanbir Sawhney et al.
A framework called the “innovation radar” can help companies identify opportunities for innovation.
Jay Rao and Joseph Weintraub
A new assessment tool can help executives pinpoint a company’s innovation strengths and weaknesses.
Julian Birkinshaw et al.
Increasingly, innovation is being applied to the development of new service offerings, business models, pricing plans and management practices.
Many of today’s most successful technology businesses — including Apple, Facebook, and Uber — are built on a platform-based business model. But the platform model is prone to several common pitfalls.
Building a platform through which different groups interact requires smart thinking about strategy.
Fernando F. Suarez and Jacqueline Kirtley
The experiences of Apple’s iPhone and Google’s Gmail offer four keys for entering platform markets.
Carmelo Cennamo and Juan Santaló
The increasing popularity of platform strategies masks a difficult truth: They are hard to execute well.
Willy C. Shih and Sen Chai
Innovation flourishes when companies are geographically close, but knowledge poaching can thrive, too.
Logistics clusters create jobs that are difficult to move offshore and lead to economic growth.
Stephen O’Leary (Aeris Partners LLC), interviewed by David Kiron
A new wave of analytics-driven companies is making Massachusetts one of the hottest U.S. centers of big data.
Michael E. Porter and Scott Stern
The external environment for innovation is an important driver, and industrial clusters offer special advantages.
December 19, 2013 | Glen Schmidt and Bo van der Rhee
Should a new product or service launch at the high end of the market and move downward or at the low end and move up? In truth, there’s no one-size-fits-all approach for entering the market, but a new research-based framework helps identify the best strategy for a particular product or service. The two key questions to ask: Is the basic functionality of the new offering better or worse than that of existing competitive products? And how groundbreaking are the novel attributes of the new product?