Featured Innovation Articles
Richard Schmalensee and David S. Evans, interviewed by Martha E. Mangelsdorf
There’s probably never been a better time for platform businesses. But they aren’t easy to launch.
Fredrik Svahn et al.
Digital innovation can require carefully balancing new capabilities and core competencies.
Richard A. D’Aveni
New digital technologies are changing the rules of competition by expanding the boundaries of what a company can handle and introducing new sources of advantage.
Rethinking How You Do Business
Clayton M. Christensen et al.
Successful business model innovation requires an understanding of how business models evolve.
Rahul Kapoor and Thomas Klueter
Responding to disruptive technologies may mean changing your company’s organizational structure.
Kristian J. Sund et al.
Staying competitive may mean exploring new business models — but watch out for internal tensions.
Report: Using Analytics for Business Innovation
February 28, 2017 | Sam Ransbotham and David Kiron
The 2017 Data & Analytics Report by MIT Sloan Management Review finds that the percentage of companies deriving competitive advantage from analytics increased for the first time in four years. Incorporating survey results and interviews with practitioners and scholars, the report finds that companies’ increasing ability to innovate with analytics is driving a resurgence of strategic benefits from analytics across industries. The report is based, in part, on MIT SMR’s seventh annual data and analytics global survey, which includes responses from 2,602 business executives, managers, and analytics professionals from organizations located around the world.
Adapting to Disruptive Innovations
Daniel Cohen and Joshua S. Gans
In a fast-changing digital landscape, companies shouldn’t wait too long to reconfigure their offerings — but they also should be wary of moving to an untested technology too soon. Monitoring trends in related industries and identifying high-potential startups for acquisition helps to ensure appropriate timing for business model changes.
Joshua S. Gans
Disruption can be averted, and many businesses manage through it by beating the new competition, joining them, or waiting them out. “To be sure, facing disruption is no picnic,” writes Joshua S. Gans, author of The Disruption Dilemma. “But it also isn’t the existential threat that so many see it as.” Many businesses are finding ways to weaken disruptive events, sometimes by investing aggressively in the new innovation after entrants had brought it to market or by acquiring the entrants and the actual disruption.
Martin Reeves et al.
Innovation success is the result of a deliberate search using key information signals.
Getting value-chain partners on board is essential for innovation and e-business success.
Joseph V. Sinfield and Freddy Solis
High-impact innovations have built-in uncertainty — but careful strategizing can reduce the risk.
What are the most effective ways to communicate the process and output of innovation to executives?
What Is the Real Potential for Blockchain?
Christian Catalini, interviewed by Paul Michelman
Blockchain has recently taken center stage in the conversation about management’s digital makeover. Many believe the impact of blockchain on the ways organizations function and produce value may be greater than other technologies that have grabbed most of our recent attention — data and analytics, the cloud, even artificial intelligence.
Don Tapscott and Alex Tapscott
Blockchain technology has the potential to transform how businesses are organized and managed. It allows companies to eliminate transaction costs and use outside resources as easily as internal resources. The implications for areas such as accounting, contract negotiation and enforcement, sales and marketing, and capital investment are myriad. Companies should start exploring how this technology could impact their industry and processes.
Innovation Partnerships for Competitive Advantage
December 12, 2016 | Manuel Hensmans
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.