From “Buy What We Have” to “Connected Customer Strategies”

Irving Wladawsky-Berger

It’s a win-win: Through what we call connected strategies, customers get a dramatically improved experience, and companies boost operational efficiencies and lower costs.”. Let me summarize the key elements of each of these strategies.

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The Challenges of Executing a Transformational Strategy

Irving Wladawsky-Berger

This year’s Symposium will be focused on the challenges of executing a digital transformation strategy. It’s no longer enough to have formulated a digital strategy for the business. After working on it for several months, the strategy began to emerge.

Global Trends and Business Strategy

Irving Wladawsky-Berger

T he article reminds us that the trend is your friend is an old adage that applies to business strategy as well as to investing. Digital technologies, and innovative products and services specifically aimed at these markets will play a central role in their development.

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Are Innovation and R&D Yielding Decreasing Returns?

Irving Wladawsky-Berger

Given the pace of technological change, we tend to think of our age as the most innovative ever. These innovations, first developed in the late 19th and early 20th century, have long been transforming the lives of billions. Innovation may be hitting a wall of diminishing returns.

Open Innovation 2.0

Irving Wladawsky-Berger

I recently read Twelve Principles for Open Innovation 2.0 , an article published last year in Nature by Martin Curley. Let me discuss each of these phases of innovation. Closed Innovation. Innovation was increasingly occurring in the marketplace, no just in their labs.

Disruptive Innovation Revisited

Irving Wladawsky-Berger

The recent New Yorker article, - The Disruption Machine: What the gospel of innovation gets wrong , - by Harvard history professor Jill Lepore , has led to a flurry of opinions on disruptive innovation. The New Yorker described the article as “Rethinking the innovation craze.”

Principles for Managing Strategy and Innovation

Irving Wladawsky-Berger

When technology and market environments go through major changes, as is certainly the case today, previously successful business strategies will no longer work, no matter how much you try to fix them. These questions are the subject of MIT Professor Michael Cusumano’s recent book Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World. The book was named one of the best business books on strategy in 2011 by strategy+business magazine.

Disruptive Innovation Revisited

Irving Wladawsky-Berger

Disruptive innovation was first introduced by Harvard Business School professor Clayton Christensen in a 1995 Harvard Business Review (HBR) paper co-written with Joseph Bower. 20 years after its introduction, Christensen has revisited his original concept in What is Disruptive Innovation? ,

Serverless Computing - An Innovative Approach to Software Development

Irving Wladawsky-Berger

I was reminded of Siegele’s decade-old article when recently learning about another, relatively new, IT innovation, - serverless computing , - a name that connotes the increasingly disembodied nature of computing. Cloud Computing Innovation Services Innovation Technology and Strategy

Fostering an Innovation Culture: Talent, Discipline and Leadership

Irving Wladawsky-Berger

Innovation has been a hot topic for the past few decades. Companies all over the world have integrated innovation into their overall strategies and marketing campaigns. True innovation is, in fact, not all that much fun. Innovative cultures are paradoxical.

Some Thoughts on the Development of Implementable, Winning Strategies

Irving Wladawsky-Berger

I recently read an article by strategy consultant and writer Ken Favaro which nicely explained how to best think about strategy in today’s business environment. But for companies that have implemented winning strategies, that’s not how it typically happens.”.

Competencies and Innovation?

Clark Quinn

I believe that we want to find ways to support organizations moving in the direction of innovation and learning cultures. Let me make the case for competencies and innovation. This included (in addition the more traditional activities) looking at how to foster innovation.

Innovation Thoughts

Clark Quinn

So I presented on innovation to the local ATD chapter a few weeks ago, and they did an interesting and nice thing: they got the attendees to document their takeaways. I started talking about why innovation was needed, and then what it was. So, what are your thought around innovation?

The MIT Inclusive Innovation Competition

Irving Wladawsky-Berger

As i ts website explains: “While digital technologies are rapidly transforming both business practices and societies and are integral to the innovation-driven economies of the future, they are also the core driver of the great economic paradox of our time.

Starting Strategy

Clark Quinn

Social really comes to it’s fore for organizations depending on continual innovation: perhaps consumer products, or other organizations focused on customer experience, as well as in highly competitive areas. social strategy

The 2016 MIT Inclusive Innovation Awards

Irving Wladawsky-Berger

Several months ago, MIT’s Initiative on the Digital Economy launched its first annual Inclusive Innovation Competition (IIC). Let me close by explaining why I feel particularly proud to be associated with the Inclusive Innovation Competition.

Embracing Disruptive Innovations: Organizational Challenges

Irving Wladawsky-Berger

I was asked to talk about the organizational challenges that companies generally face when embracing disruptive innovations like those being developed by ID3. A Clear, Compelling Strategy. Managing a Disruptive Innovation Initiative.

The “Recombinant” Nature of Digital Innovations

Irving Wladawsky-Berger

Customer self-service is an excellent example of recombinant innovations , which UC Davis professor Andrew Hargadon defines as innovations that “rather than chasing whole new ideas, [are] focused on recombining old ideas in new ways.” Is innovation accelerating or slowing down?

Thoughts on strategy from Training 19

Clark Quinn

So last week I was the strategy track coach for the Training 19 conference. That meant that I picked the sessions from a list of those who put their session proposals up for ‘strategy’, and could choose to open and/or close the track. design strategy

The Blockchain and Open Innovation

Irving Wladawsky-Berger

Transformational innovations don’t always play out as originally envisioned. It’s too early to know if the blockchain will become another major transformational innovation. Once in the marketplace, they seem to acquire a life of their own.

Institutional Innovation - I Have a Dream

John Hagel

Strategy: Shift from static to dynamic. These institutions will pursue a zoom out/zoom in approach to strategy , focusing on very large, long-term opportunities that are emerging on a 10-20 year time horizon while also identifying the 2-3 initiatives that can be pursued in the next 6-12 months to accelerate progress towards the longer-term opportunity and amplify the opportunity to learn through action.

Once Lumbering, Now Innovative Incumbents Hit Their Stride

Irving Wladawsky-Berger

Even in industries where competitive concentration is increasing, innovation hasn’t – as would be expected – flatlined.”. They’ve outperformed their peers in financial results and innovation over the past three years. Their IT and business strategies are closely aligned.

The Impact of AI on R&D and Innovation

Irving Wladawsky-Berger

Beyond innovations in existing sectors, the rapidly improving price/performance of GPTs have led over time to the creation of whole new applications and industries.

Innovation on the cusp: symbiosis

Dave Snowden

Over the last year I’ve been starting sessions with my use of Apex Predator theory to combine Moore’s Crossing the Chasm with Clayton Christensen’s ideas of disruptive innovation and various uses of S-Curves. The post Innovation on the cusp: symbiosis appeared first on Cognitive Edge.

The Complex Nature of Cloud-based Innovation

Irving Wladawsky-Berger

I find it helpful to look at cloud along two key dimensions: as a technology to improve IT productivity, and as a platform for enabling business innovation. Only one company in six viewed cloud as a way of fostering business innovation.

Intervention Design: Overcoming Stiff Resistance to a New, Disruptive Innovation

Irving Wladawsky-Berger

With four articles on the subject, HBR ’s overriding message is that design is no longer just for physical products, being increasingly applied to customer experiences, innovation, business strategy, and complex problem solving. .

The Challenges of Executing a Transformational Strategy

Irving Wladawsky-Berger

This year’s Symposium will be focused on the challenges of executing a digital transformation strategy. It’s no longer enough to have formulated a digital strategy for the business. Why do so many organizations struggle to implement their well formulated strategies, especially transformational strategies like the transition to digital, that encompass new technologies, business models and management practices? The 2018 MIT CIO Symposium will take place on May 23.

Disruptive Innovation

Clark Quinn

I recently came across a document (PDF) about disruptive innovation based upon Clayton Christensen’s models, which I’d heard about but hadn’t really penetrated. This one was presented around higher education innovation (a topic I’ve some familiarity with ;), so it provided a good basis for me to explore the story. The model’s premise is that disruption requires two major things: a technology enabler and a business model innovation.

Innovation as a Journey into the Future

Irving Wladawsky-Berger

I recently read an excellent innovation report, - Strategic Orientations for Innovation: Chile in the 2025 Horizon. He was a Senator then, a position he held from March of 2002 until his appointment to president of the Innovation Council.

Culture Before Strategy

Clark Quinn

In an insightful article, Ken Majer (full disclosure, a boss of mine many years ago) has written about the need to have the right culture before executing strategy. I think the optimal execution stuff will benefit, but the ability to truly tap into the network for the continual innovation requires making it safe and meaningful to share. social strategy

Innovation Hubs in the Global Digital Economy

Irving Wladawsky-Berger

Disruptive innovations, - like the power looms allegedly smashed by protesting Luddites, - have been displacing human labor for the past two centuries. Over time, these same disruptive innovations rejuvenated the economy, and led to the creation of new industries and jobs.

Some Puzzling Questions about Innovation in the Digital Economy

Irving Wladawsky-Berger

This semester I am teaching the innovation half of a course on Entrepreneurship and Innovation at NYU’s new Center for Urban Science and Progress (CUSP). The bulk of the innovations in the industrial economy involved physical objects, physical systems and the physical world around us.

Waxing Lyrical On Leadership, Engagement, Purpose & Innovation

Dan Pontefract

The fine folks at Learnnovators conducted an interview with me recently, where I spouted off on aspects of leadership, engagement, purpose and innovation. Well, this is a horrible strategy for an organization. How significant, according to you, is innovation for businesses to succeed?

The Internet, Blockchain, and the Evolution of Foundational Innovations

Irving Wladawsky-Berger

The concept of disruptive technologies, as defined by Clayton Christensen 20 years ago, has become widely accepted as a way of thinking about innovation-driven growth, but it’s been often misunderstood and misapplied.

Disruptive Innovations and Large Companies

Irving Wladawsky-Berger

The subject of my seminar was Managing Technology-based Disruptive Innovations. Given my long career at IBM, as well as my more recent involvement with Citi, it is not surprising that I am particularly interested in entrepreneurship and innovation in large companies. Its lead article defined the term as: “somebody who offers an innovative solution to a (frequently unrecognised) problem. Startups are generally organized around one central innovation.

Are Innovation and R&D Yielding Decreasing Returns?

Irving Wladawsky-Berger

Given the pace of technological change, we tend to think of our age as the most innovative ever. These innovations, first developed in the late 19th and early 20th century, have long been transforming the lives of billions. Innovation may be hitting a wall of diminishing returns. In a 2009 paper, The Burden of Knowledge and the ‘Death of the Renaissance Man’: Is Innovation Getting Harder? Innovators can compensate for this increasing knowledge burden in two key ways.

Organizational Innovation

Irving Wladawsky-Berger

Almost seventy years ago, Austrian economist Joseph Schumpeter popularized the term creative destruction to describe the process of transformation that accompanies disruptive innovation. In Schumpeter's vision of capitalism, innovative entry by entrepreneurs was the force that sustained long-term economic growth, even as it destroyed the value of established companies that enjoyed some degree of monopoly power.

Strategy Made Simple - The 3 Core Strategy Questions

John Hagel

We’re tempted to abandon long-term strategy and fall back on rapid adaptation as the only winning game – sense and respond quickly enough to events as they occur and everything will be OK.  But adaptation as a strategy is fraught with risk. The option is to focus more than ever on three core strategy questions that can help provide us with focus and stability even as the turbulence increases around us – and help us to prioritize where we need to respond and where we don’t.

Market-facing Innovation Labs

Irving Wladawsky-Berger

But, they are being reincarnated in our 21st century information economy as market-facing innovation labs, with significantly different and broader scopes than those of the original industrial economy research labs. Since we did not have a good understanding of what it was that they actually did, let alone what their problems were, we could not tell them how our innovative ideas could be of help to them in their work.

Managing Complex, Disruptive Innovations - Some Lessons Learned

Irving Wladawsky-Berger

Over the past twenty years I have been involved in a number of initiatives dealing with disruptive innovations. You don’t really know how quickly the new innovations will be adopted in the marketplace. The dot-com era was famous for its many innovations, but also for its hype.

Learning and Strategy

John Hagel

But to really scale learning, we’re going to need to adopt a very different approach to strategy – the “zoom out, zoom in” approach. That’s why I’ve become a big proponent of an alternative approach to strategy.

Revolutionary, Ordinary Innovation

Irving Wladawsky-Berger

While the Square technology is very cool indeed, Davidoff’s key point is the ordinary nature of the innovation in question. The deal not only has the potential to change the way people pay for coffee and everything else, it also shows how small innovation applied to everyday tasks may be the next new thing for venture capital. Call it the rise of the ordinary innovators. Such major lab-based disruptive technologies are at one end of the innovation spectrum.

The Limits of Strategy

Irving Wladawsky-Berger

When I look back upon my long career , one of the major factors shaping my views of business, strategy and innovation is the creative destruction that I saw buffeting the IT industry over most of that time. Is it that in spite of all their efforts in strategy formulation, their management was unable to anticipate them and were caught by surprise? In subsequent years, I was invited to come to their meetings and discuss strategies I was working on from time to time.