We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Glen Schmidt and Bo van der Rhee
A new framework helps identify the best strategy for a particular product or service.
Walter Ulloa (Entravision Communications Corporation) and Franklin Rios (Luminar), interviewed by Michael Fitzgerald
The traditional broadcast business is being transformed through the use of data and analytics.
Alexander Zimmermann et al.
Four key steps can help a new initiative create value for both the company and the public.
December 16, 2010 | Julian Birkinshaw, Cyril Bouquet and J.-L. Barsoux
This article explores the process of innovation in 13 global companies. Many of the standard arguments for how to encourage innovation were confirmed, but some surprises were uncovered as well. The article organizes its key insights around five persistent “myths” that continue to haunt the innovation efforts of many companies. The five myths are: (1) The Eureka Moment; (2) Built It and They Will Come; (3) Open Innovation Is the Future; (4) Pay Is Paramount; and, (5) Bottom Up Innovation Is Best.
Which parts of your innovation processes could you get outside input on? To reap the benefits of innovation from external sources, executives must understand how to ask for help and how to manage the process.
Christina Raasch and Eric von Hippel
What motivates volunteers to take part in innovation projects?
By Alan MacCormack et al.
Companies are increasingly turning to contests to generate many diverse ideas.
By Andrew King and Karim R. Lakhani
Which parts of your innovation processes should you open up to the wider world?
Alden M. Hayashi
Two recent books focus on different aspects of innovation — within and outside the organization.
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
Eoin Whelan et al.
The key to open innovation? Ensuring outside ideas reach the people best equipped to exploit them.
Robert D. Austin and Richard L. Nolan
When conflicts aren’t managed well, a company’s ability to innovate may be at risk.
Chubb wanted to accelerate its innovation process and its field response time. Its answer? Build a more social business.
Martha E. Mangelsdorf
An intriguing new book discusses the traits of serial innovators at established companies.
Scott D. Anthony et al.
Success in innovation requires the ability to churn out successful growth businesses year after year.
These strategy and innovation articles from the MIT Sloan Management Review archives provide frameworks for various steps in the process of strategy development and execution. For a limited time, complimentary access to these six articles is available to all site visitors.
Paul J. H. Schoemaker
The author presents a framework for developing a company’s strategic vision.
Mohanbir Sawhney et al.
A framework called the “innovation radar” can help companies identify opportunities for innovation.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
Gerry Johnson et al.
This article explores the distinctive traits of companies that successfully transform themselves.
Michael Beer and Russell A. Eisenstat
Many managers avoid confronting six common, silent killers of strategy implementation.
The author discusses how to improve strategy making.