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Before introducing a new product to an emerging industry, companies should track the evolution of its category labels.
By Andrew King and Karim R. Lakhani
Which parts of your innovation processes should you open up to the wider world?
Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
April 25, 2015 | Leslie Brokaw
One way to learn, argue Paul J.H. Schoemaker and Steven Krupp, is to “try to fail fast, often and cheaply in search of innovation.” Asking “what if” questions, they say, challenges executives to incorporate broader perspectives, stimulating “out-of-the-box dialogues that help leaders make better choices and find innovative solutions sooner.” Schoemaker and Krupp write that to help a team learn faster, leaders must frame mistakes as valuable learning opportunities.
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?
Experimentation is often key to achieving innovative outcomes.
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.
John Mullins and Randy Komisar
From Apple to Twitter, some of the most successful businesses are not what their inventors originally envisioned.
The history of the Swedish retailer IKEA illustrates the role that adaptation and experimentation play in the development of an innovative strategy.