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MIT Sloan Management Review
A short questionnaire from researchers at MIT Sloan's Center for Information Systems Research helps assess digital risk.
Wolfgang Gruel and Frank Piller
Smart data and mass customization have the potential to radically change the way trips are planned.
Andrew W. Lo and Gary P. Pisano
Project-centered governance may be an efficient way to organize innovation in fields such as biotech.
March 20, 2012 | Gerry Johnson, George S. Yip and Manuel Hensmans
Companies that are able to radically change their entrenched ways of doing things and then reclaim leading positions in their industries are the exception rather than the rule. Even less common are companies able to anticipate a new set of requirements and mobilize the internal and external resources necessary to meet them. The article focuses on three companies that transformed themselves and compares them with three other companies from similar industries that hadn’t been required to make a dramatic shift.
How are companies finding the most creative and competitive strategic vision? Open access to these MIT Sloan Management Review articles on spurring innovative strategy is provided courtesy of Stanford Graduate School of Business.
By Alan MacCormack et al.
Companies are increasingly turning to contests to generate many diverse ideas.
Martha E. Mangelsdorf
An intriguing new book discusses the traits of serial innovators at established companies.
Companies can successfully challenge industry leaders even without radical technological innovation.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
To understand how breakthroughs in creativity occur, managers must understand how most collaborations work.
Erik Simanis and Stuart Hart
Grameen Bank and others know that you get the best answers by burying yourself in the questions.
Jielin Dong and Yanli Zhang
Smartphone maker Xiaomi cultivates user pride through user-centered and open innovation.
Eric von Hippel et al.
Consumers generate massive amounts of product innovation — which has significant implications for new product development.
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
Martha E. Mangelsdorf
What if traditional views of the innovation process are flawed? Thoughts from MIT's Eric von Hippel.
Growing economies like China and India are hotbeds of innovation. Open access to these three MIT Sloan Management Review articles about innovation in emerging markets is provided courtesy of PwC.
Constantinos C. Markides
What happens when successful companies in emerging markets make the leap into more developed ones?
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Jamie Anderson and Costas Markides
Innovation in developing markets has less to do with finding new customers than addressing issues of product acceptability, affordability, availability and awareness.
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.
Building a platform through which different groups interact requires smart thinking about strategy.
Neel Sundaresan (eBay), Interviewed by Renee Boucher Ferguson
Neel Sundaresan, senior research director at eBay, discusses how eBay uses analytics at every level.
Carmelo Cennamo and Juan Santaló
The increasing popularity of platform strategies masks a difficult truth: They are hard to execute well.
October 8, 2015 | David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters. The book Strategy Rules: Five Timeless Lessons From Bill Gates, Andy Grove, and Steve Jobs (HarperCollins, 2015) explores insights drawn from the careers of these former CEOs of Microsoft, Intel, and Apple. In a Q&A, the book's authors, David B. Yoffie of Harvard Business School and Michael A. Cusumano of MIT Sloan, explain how strategic thinking is a capability that leaders — even the superstars — develop over time.