- Research Feature
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Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues.
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To generate innovative ideas, companies need to look in areas beyond the familiar -- and often slightly beyond their core, day-to-day businesses. That's one of the messages of "In Search of Innovation," an article that is part of this week's edition of Business Insight.
Innovation consultant Scott D. Anthony, author of a new book called “The Silver Lining: An Innovation Playbook for Uncertain Times,” calls the era we’re in “the great disruption” — a period when competitive advantage is temporary. And “no matter how tough the times, innovation happens,” Anthony observed.
Don’t have all the resources you’d like due to the economic downturn? Fear not: Resource constraints can spark creativity, according to a new article.
Want success for your radical innovation? Think like a community organizer.
That’s one of the messages of Market Rebels: How Activists Make or Break Radical Innovations (Princeton University Press, 2009), a new book by Hayagreeva Rao.
For any breakthrough innovation project, specific objectives are often unclear or highly malleable, and the paths to them are murky. Rather than feign a certainty that doesn’t exist, project managers need a systematic, disciplined framework for turning uncertainty into useful learning that keeps the project tacking on a successful course.
U.S. patent law says that you can’t patent an invention that is “obvious.” However, in the 2007 case KSR International Co. v. Teleflex Inc. et. al., the Supreme Court raised the standard for showing that an invention is not obvious and is therefore worthy of a patent.
Common sense would dictate that a competitor’s breakthrough is bad news for a company. But the company’s investors might think otherwise. Anita M. McGahan, Everett W. Lord Distinguished Faculty Scholar and professor at Boston University’s School of Management, and Brian S. Silverman, J.R.S.
Negative services — those that are needed in emergencies, when problems arise or to ensure against unwanted outcomes — are part of most businesses and central to many. Their very nature presents unique growth challenges.
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