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.
Paolo Aversa et al.
Business model diversification requires careful assessments of each model’s strategic contributions.
Fredrik Svahn et al.
Digital innovation can require carefully balancing new capabilities and core competencies.
Competitive Advantage Through Innovation
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.
Martin Reeves et al.
Innovation, much like marketing and human resources, can be made less reliant on artful intuition by using information in new ways. But this requires a change in perspective: We need to view innovation not as the product of luck or extraordinary vision but as the result of a deliberate search process.
Increasing Creativity in Your Organization
Michael Arena et al.
Executives can foster innovation by understanding and tapping the power of employee networks.
Robert D. Austin
Digital technology makes the creative process faster — and cheaper. And that’s great for business.
Arvind Malhotra et al.
If managed well, internal crowdsourcing initiatives can open up a rich source of innovation.
June 19, 2017 | Zhang Ruimin (Haier), interviewed by Paul Michelman
Zhang Ruimin, the CEO and chairman of the Qingdao, China, white goods giant Haier Group Corp., has done what most chief executives dare not even dream about. He blew up nearly the entire administrative structure of a global manufacturing enterprise, eliminating the 10,000 management jobs that once held it together, and reshaped the organization into a network of entrepreneurial ventures run by employees.
Leveraging New Technologies
ManMohan S. Sodhi and Christopher S. Tang
Thanks to emerging technologies like 3-D printing, manufacturers can offer consumers customized products and do so with unprecedented speed. Intrigued by a new product you saw in a YouTube video? Well, someday soon you may be able to personalize it, order it via the company’s website, and have it in your hands in a matter of days. But to enable this phenomenon at scale, an entirely new model of supply chain is required.
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.
Gamechanging Innovation Strategies
Brent Stutz (Fuse by Cardinal Health), interviewed by Gerald C. Kane
Fuse pairs engineers and scientists with providers and patients to improve health care.
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.
J.P. Eggers (NYU’s Leonard N. Stern School of Business), interviewed by Frieda Klotz
Highly capable firms are often reluctant to take risks, but they have much to gain if they try to innovate.
How Data Spurs 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.