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The need has emerged for a better understanding of design research and design innovation and how they are linked. In our discussion, we consider...
Executives often find themselves debating the merits of incremental innovations versus game-changers, but that's a false dichotomy, says HBR...
- 2021
- Working Paper
The Value of Data and Its Impact on Competition
By: Marco Iansiti
Common regulatory perspective on the relationship between data, value, and competition in online platforms has increasingly centered on the volume of data accumulated by incumbent firms. This view posits the existence of "data network effects," where more data leads to...
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- January 2020 (Revised July 2020)
- Supplement
MoviePass: The 'Get Big Fast' Strategy
By: Benjamin C. Esty and Daniel Fisher
In August 2017, MoviePass dramatically lowered its subscription price from $50 per month to just $10 for up to one movie per day. The idea was to rapidly scale the business to the point where they could generate incremental revenue streams form related businesses...
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Keywords:
Market Entry;
Growth Strategy;
Profit Vs. Growth;
Subscription Business;
Cash Burn;
Data Analytics;
Get-big-fast;
Buyer Power;
Strategy Implementation;
Movie Industry;
Racing;
Business Strategy;
Value Creation;
Consolidation;
Cash Flow;
Growth Management;
Business Startups;
Entrepreneurship;
Disruptive Innovation;
Mobile Technology;
Motion Pictures and Video Industry;
Entertainment and Recreation Industry;
Advertising Industry;
Information Industry;
United States
- Article
The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift
By: Emily Truelove and Katherine C. Kellogg
This 12-month ethnographic study of an early entrant into the U.S. car-sharing industry demonstrates that when an organization shifts its focus from developing radical new technology to incrementally improving this technology, the shift may spark an internal power...
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- 2016
- Book
Lead and Disrupt: How to Solve the Innovator's Dilemma
By: Charles A. O'Reilly and Michael Tushman
In the past few years, a number of well-known firms have failed—think of Blockbuster, Kodak, and RadioShack. When we read about their demise, it often seems inevitable—a natural part of "creative destruction." But closer examination reveals a disturbing truth:...
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- 2015
- Chapter
Innovation and Entrepreneurship in Renewable Energy
By: Ramana Nanda, Ken Younge and Lee Fleming
We document three facts related to innovation and entrepreneurship in renewable energy. Using data from the U.S. Patent and Trademark Office, we first show that patenting in renewable energy remains highly concentrated in a few large energy firms. In 2009, the top 20...
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- Article
Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business
By: Marco Iansiti and Karim R. Lakhani
When Google bought Nest, a maker of digital thermostats, for $3.2 billion just a few months ago, it was a clear indication that digital transformation and connection are spreading across even the most traditional industrial segments and creating a staggering array of...
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- March 2014
- Technical Note
Venture Capital Investment in the Clean Energy Sector
By: Ramana Nanda and Shikhar Ghosh
In this note, we examine the extent to which venture capital is adequately positioned for the rapid commercialization of clean energy technologies in the United States. The need for a revolution in clean energy is driven not just by environmental consequences of energy...
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- November 2013
- Article
Organizational Ambidexterity: Past, Present and Future
By: Charles A. O'Reilly III and Michael Tushman
Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where...
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- August 2012 (Revised August 2013)
- Background Note
Competency-Destroying Technology Transitions: Why the Transition to Digital Is Particularly Challenging
By: Willy Shih
Some technology transitions are exceedingly difficult for incumbent firms to execute. The bankruptcy filing by the Eastman Kodak Company highlighted the difficulty companies faced when their core business transitioned from an analog to a digital world. Kodak's business...
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Keywords:
Technology Transitions;
Competency-destroying;
Digital;
Analog;
Digital Transition;
Modular;
Modularity;
Technological Change;
Radical Innovation;
Incremental Innovation;
Architectural Innovation;
Modular Innovation;
Sustaining Innovation;
Competency-enhancing;
Noise Propagation;
Perfect Copying;
Digital Music;
Digital Media;
Consumer Electronics;
Kodak;
Sony;
Panasonic;
Disruptive Innovation;
Technology Adoption;
Transition;
Change Management;
Consumer Products Industry;
United States
- Fall 2012
- Article
Innovation Strategy and Entry Deterrence
By: Ozge Turut and Elie Ofek
We model an incumbent's decision to pursue radical or incremental innovation when facing a rival entrant. The radical innovation may yield lucrative financial returns but entails significant technological and market-related uncertainties. It is also particularly...
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- January 2012 (Revised June 2013)
- Case
Dow Chemical: Innovating for Sustainability
By: Robert G. Eccles, George Serafeim and Shelley Xin Li
Dow Chemical is one of the few major American industrial corporations that was founded in the late 19th century that is still in existence. From its origins producing bromine out of the brine underneath Midland, Michigan, the company has evolved from a diversified...
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- May 2010
- Column
Block-by-Blockbuster Innovation
Executives often find themselves debating the merits of incremental innovations versus game-changers, but that's a false dichotomy, says HBR columnist Rosabeth Moss Kanter. Even if a company is lucky enough to come up with the next Kindle, Swiffer, or smartphone,...
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- Article
What Really Motivates Workers
By: Teresa M. Amabile and Steve J. Kramer
This essay appears in "The HBR List: Breakthrough Ideas for 2010," which is compiled by this journal in collaboration with the World Economic Forum. The ten problems and the innovative solutions are discussed in each essay. This particular essay describes research...
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- 2009
- Working Paper
Don't Just Survive - Thrive: Leading Innovation in Good Times and Bad
By: Lynda M. Applegate and J. Bruce Harreld
Battered by contracting markets and frozen credit, many businesses today are fighting for survival. Indeed, the current global financial crisis provides a mandate for restructuring. But survival is not the end goal. In fact, cost cutting and restructuring are simply...
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- May 2005 (Revised April 2011)
- Case
Arctic Timber AB: Engineered Woods Division (A)
By: Michael L. Tushman, David Kiron and Wendy Smith
Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's...
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- April 2003
- Article
Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited
By: Mary J. Benner and Michael L. Tushman
We develop a contingency view of process management's influence on both technological
innovation and organizational adaptation. We argue that while process management
activities are beneficial for organizations in stable contexts, they are fundamentally
inconsistent...
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- September 2002
- Case
Align Technology, Inc.: Matching Manufacturing Capacity to Sales Demand
By: H. Kent Bowen and Jonathan P Groberg
Align Technology is a four-year-old medical products company that has invented a new product requiring new manufacturing processes. Demand for the new product has grown more slowly than initial forecasts predicted, and the cost structure is preventing the company from...
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- January 1997 (Revised June 1997)
- Case
Corporate New Ventures at Procter & Gamble
By: Teresa M. Amabile and Dean Whitney
Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new-product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small,...
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- September 1996
- Case
Silicon Graphics, Inc. (B)
By: Marco Iansiti and Alan D. MacCormack
After the release of the "Challenge" computer in 1993, Silicon Graphics executives meet to discuss the follow-up project. Should they pursue an incremental improvement to the Challenge, or opt for a radically new design recently demonstrated at Stanford University?
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- June 1994 (Revised March 1995)
- Background Note
New Product Commercialization: Common Mistakes
Addresses the common mistakes made in new product development and launch. Many times customers' and suppliers' perceptions of the degree of product/market innovation do not match. One of them may view the innovations as a "breakthrough," but the other may view it only...
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