Business Models
Amoeba Management: Lessons From Japan’s Kyocera
Kyocera Corp.’s distinctive management system seeks profitable growth by extreme decentralization.
Business Models
Latest
Business Models
Dethroning an Established Platform
The experiences of Apple’s iPhone and Google’s Gmail offer four keys for entering platform markets.
Business Models
Creating Value Through Business Model Innovation
Here are six questions for executives to consider when thinking about business model innovation.
Business Models
Achieving Successful Strategic Transformation
This article explores the distinctive traits of companies that successfully transform themselves.
Business Models
How to Identify New Business Models
Another method to pursue growth: Use thought experiments to assess new business model possibilities.
Analytics & Business Intelligence
Winning the Race With Ever-Smarter Machines
To gain leverage from ever-improving technologies, companies need new processes and business models.
Business Models
A Question Every Manager Should Ask (Hint: It Has to Do With Megatrends)
The single best question companies should ask themselves is what megatrends are coming around the corner.
Business Models
How to Innovate When Platforms Won’t Stop Moving
What are the characteristics that can help guide companies through disruptive transitions?
Business Models
The Business Models Investors Prefer
Why have investors been so bullish on companies like Disney? It’s their business models.
Business Models
Bringing Open Innovation to Services
Companies should organize their service innovation processes to be more open to external ideas.
Business Models
What to Do Against Disruptive Business Models (When and How to Play Two Games at Once)
When two business models, and two business units, make sense.
Business Models
A Business Plan? Or a Journey to Plan B?
From Apple to Twitter, some of the most successful businesses are not what their inventors originally envisioned.
Business Models
How to Manage Alliances Better Than One at a Time
Systematizing the analysis process should produce more gain and less pain when forming strategic partnerships.
