Beginning in 2000, we investigated innovative efforts at 10 corporations. Some efforts were strategic experiments. Others were narrower process or product innovations, and those served as a comparison group. A conclusion from our research is that conventional planning systems disrupted learning within the strategic experiments but did not do so within the comparison group. The strategic experiments in our sample include
THE NEW YORK TIMES CO. Formed New York Times Digital to build The New York Times on the Web and Boston.com and created a profitable online news division.
CORNING INC. Created Corning Micro-array Technologies to mass-produce DNA microarrays for use in genomics research.
ANALOG DEVICES INC. Commercialized microelectromechanical systems (MEMS), a new semiconductor technology that adds tiny moving parts to standard chips.
THE THOMSON CORP. In partnership with a global consortium of universities, launched Universitas 21 Global, an online university offering an MBA degree in Asia.
CAPSTON-WHITE. Sought to commercialize a new line of services for managing fleets of printing and imaging devices within corporations.
EASTMAN KODAK CO. Had its subsidiary in India introduce products and services related to digital photography.
The innovative efforts we studied that did not constitute strategic experiments include
CISCO SYSTEMS INC. Implemented e-business practices ranging from online sales and service to online coordination of supply networks and online management of employee services.
UNILEVER. Introduced (through its subsidiary, Hindustan Lever) a branded salt to rural India, incorporating revolutionary... To read the complete article, login or sign-up using the form below.
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