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High-performing teams feel a sense of shared responsibility for creating the world they envision.
Tarun Khanna, interviewed by Frieda Klotz
Developing-world entrepreneurs need to build networks that compensate for weak public institutions.
Patrick Flesner et al.
The worlds of venture capitalism and corporate investing are not always easy to combine.
Gerald C. Kane et al.
In the 2019 Digital Business Report, MIT SMR and Deloitte’s survey analysis and executive interviews unveil the distinctive characteristics of innovation in digitally maturing organizations. Ecosystems and cross-functional teams allow them to be agile, but this increased agility demands a thorough consideration of governance as well.
China is taking the lead on developing new technology focused on mobility.
Loizos Heracleous et al.
Lessons on how to balance efficiency and innovation from NASA’s rebel innovators.
Harold DeMonaco et al.
Health care consumers are contributing their skills, money, and time to develop effective solutions.
Monika Mahto and Brenna Sniderman
The next transformative emerging technology could be 4D printing.
George S. Day and Gregory P. Shea
Companies aspiring to organic growth leadership in their industries should start with a coherent, affirming innovation narrative and reinforce it with action. The authors tested 18 well-known innovation levers and identified the four that organic growth leaders use most to stay ahead of competitors: (1) invest in innovation talent, (2) encourage prudent risk-taking, (3) adopt a customer-centric innovation process, and (4) align metrics and recognition with innovation activity.
W. Chan Kim and Renée Mauborgne
Many people have come to view disruption as a synonym for innovation. This single-minded focus leads companies to overlook an alternative path to growth: the nondisruptive creation of brand-new markets where none existed before. It’s time to embrace the idea that companies can create without destroying — and expand the conversation about the problems they can solve and the opportunities they can seize.
Technology changes quickly, but organizations change much more slowly.
Philipp Gerbert and Michael Spira
Unlike the housing bubble, the effects of a bursting AI bubble wouldn’t cause great harm.
Massimo Magni and Likoebe Maruping
Digital collaboration platforms can leverage team diversity and expertise, but business must focus on how distributed teams orchestrate their collaboration and how leaders facilitate innovation. The specific collaboration platform you choose is less important.
Michael A. Cusumano, Annabelle Gawer, and David B. Yoffie, interviewed by Allyson MacDonald
The most valuable companies in the world have harnessed platforms’ power to achieve rapid growth and market dominance. But as these platforms have grown in size and scale, the opportunity for abuse has become very real — while profitability isn’t coming easily even for successful platforms. In an interview with MIT SMR, the authors of The Business of Platforms bust the myths and outline the pitfalls of platform strategy.
This month’s MIT SMR Strategy Forum poll looks at the space economy, which some estimate could reach $1 trillion in 20 years. We asked our panel of strategy experts to evaluate whether commercial activity in space will see a boon in the next decade, or if this bet on the final frontier is off the mark.