- Research Feature
- Read Time: 25 min
Building an engine that produces a steady stream of innovative growth businesses is difficult, but companies that are able to do it differentiate themselves from competitors.
Showing 41-60 of 76
Process improvements don’t grow on trees, say three business school professors, but they might be native to cities.Take productivity-boosting intranets, for example, the private Internet capabilities that enable companies to improve information sharing and collaboration within a company.
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.
Advances in development tools have tremendous potential for increasing productivity, cost savings and innovation. To reap the full benefits of such technologies, though, companies need to avoid some common pitfalls.
Companies too often vacillate in their commitment to internal corporate venturing activities, leading to less than optimal outcomes. Executives need to better understand — and manage — the factors that drive cyclicality in internal corporate venturing.
Smartly placed, legitimizing constraints actually enable innovation by focusing it and giving it traction in the competition for corporate attention and resources.
Companies should focus less on marketplace premiums for their innovations and more on opportunistically exploiting subsidies for innovations. Thus Microsoft‘s Windows 95 development effectively garnered a $900 million subsidy by drawing upon a valuable technical population to test and help improve the system. An innovation subsidy, says the author, is individuals‘ and institutions‘ cost-effective bartering of resources to reduce risk.
Showing 41-60 of 76