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Frédéric Fréry et al.
Not every company needs to be built around a strong brand, exceptional talent or exclusive technology.
Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
Fernando F. Suarez and Stine Grodal
The ideal window of opportunity to enter a new industry starts when a dominant category label is introduced.
September 17, 2013 | By Alan MacCormack, Fiona Murray and Erika Wagner
Rather than seeking in-house solutions to problems, companies are increasingly turning to contests to generate many diverse ideas. The authors write that companies are finding “that many of the very best ideas lie outside their organizations, in an ecosystem of potential innovators who possess wide-ranging skills and knowledge.” But the advantages of using competitions to pursue innovation must be set against the potential costs and risks.
Leaders need to be prepared to handle whatever comes their way — from sharp changes in the competitive landscape to unexpected external crises to internal projects that veer off course. Open access to this group of MIT Sloan Management Review articles on managing uncertainty is provided courtesy of Wharton Executive Education.
Michael Useem et al.
A look at key leadership decisions made during the 2010 mine cave-in crisis.
George S. Day and Paul J.H. Schoemaker
Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works.
George S. Day and Paul J. H. Schoemaker
CEOs need to scan for the faint — but vital — signals that will help give their companies an edge.
Clayton M. Christensen et al.
To maintain growth, a company must launch disruptive new businesses when its core units are strong.
David R. Bell et al.
To thrive in today’s retail environment means reexamining how both information and products are delivered.
Mark Keil et al.
Will your next big IT project be on time and deliver what was promised? Maybe — but maybe not.
By Fredrik Hacklin et al.
How can companies protect themselves when industries converge?
Kurt Matzler et al.
New strategies are helping companies embrace “collaborative consumption” and the "sharing economy."
Peter Weill and Stephanie L. Woerner
If you lack a good digital business model, your customers may leave you behind.
What does it take to set up a platform where many constituencies can do business?
How can companies best understand what their customers want, from how much choice they expect to the degree of engagement they crave?
How much choice do people really want? Default rules, which establish decision-making starting points, can help.
Eric von Hippel et al.
Consumers generate massive amounts of product innovation — which has significant implications for new product development.
Sriram Dasu and Richard B. Chase
Organizations need to value the “soft side” of customer management: emotions, trust and control.