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This case focuses on the challenges and opportunities faced by a successful incumbent organization attempting to transform a large portion of its business from a traditionally product-centric operating mode to a platform-based one that leverages network effects to create durable competitive advantag... More

Five of the 10 most valuable companies in the world today--Apple, Alphabet, Amazon, Facebook, and Microsoft--derive much of their worth from their multisided platforms, which facilitate interactions or transactions between parties. Many MSPs are more valuable than companies in the same industries th... More

In 2021, Gina Lucarelli, leader of the United Nations Development Programme (UNDP) Accelerator Labs, prepared for a meeting with UNDP Administrator Achim Steiner. The two planned to discuss the future of the Accelerator Labs, a network of social innovation labs located in countries throughout the wo... More

There is a general sense that a fog enshrouds the world of innovation, obscuring high-potential opportunities and making success a random and fleeting phenomenon. In contrast to conventional wisdom, this chapter contends that following the rights steps and putting in place the right structures can a... More

Before turning to individual innovation initiatives or innovation-specific structures, companies need to make sure they have the appropriate precursors for innovation. This chapter describes three critical precursors: a core business that is in control, a game plan for growth, and mastery of the res... More

Finding ways to connect with nonconsumers is one of the best methods for internal innovators to position disruption as an opportunity instead of a threat. This chapter describes how to identify specific constraints on consumption, and how to begin conceptualizing ideas to reach nonconsumers.... More

At the heart of the disruptive innovation model is the concept of overshooting, that is, providing too much performance for a given group of customers. This chapter describes overshooting in detail, laying out the strategic choices an incumbent and an entrant face when overshooting occurs.... More

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Innovation isn't predictable. However, remembering key principles and following the straightforward process for generating disruptive ideas that is outlined in this chapter, can reliably increase the odds of coming up with a high-potential idea.... More

Successfully creating new growth innovations requires becoming an expert at recognizing and using patterns to assess and shape ideas. This chapter explains in detail how to assess the degree to which a strategy matches a pattern common to successful innovations.... More

Following what is known as an "emergent strategy" can help companies improve their odds of success by systematically addressing the key risks and unknowns that typify highly uncertain ideas. This chapter describes three simple steps managers can follow to master emergent strategy processes.... More

One of the greatest challenges facing managers seeking to create new growth businesses is assembling and managing teams charged with creating new growth. This chapter provides guidelines for senior managers to set up a team for success.... More

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One of the key challenges for companies seeking to improve their ability to create growth through innovation is that the metrics many companies use to measure innovation run a high risk of actually leading them in the wrong direction. This chapter describes key measurement traps and lays out fifteen... More

This chapter highlights key innovation traps and summarizes the processes and principles that will significantly increase your chances of creating growth through innovation.... More

This chapter provides suggested answers to a few of the tough questions asked most frequently about disruptive innovation.... More

More than a decade ago, Clayton Christensen's breakthrough book The Innovator's Dilemma illustrated how disruptive innovations drive industry transformation and market creation. Christensen's research demonstrated how growth-seeking incumbents must develop the capability to deflect disruptive attack... More

To identify opportunities to create new growth, look first for important "jobs" that customers can't get done satisfactorily with current solutions. Embracing this notion of customers "hiring" products and services to get jobs done in their lives can help companies master the innovation life cycle.... More

Success requires going beyond winning once to developing deep capabilities that allow a company repeatedly to disarm disruptive threats and seize new opportunities. This chapter describes how companies can build innovation structures that help them address specific innovation challenges and surround... More

Best known for playing Hawkeye Pierce on the TV series "M*A*S*H," actor Alan Alda is also a director, scriptwriter, book author, science-show host, and founder of two organizations that help people improve their communications skills. In this interview, he shares his insights on the value of the imp... More

Best known for playing Hawkeye Pierce on the TV series "M*A*S*H," actor Alan Alda is also a director, scriptwriter, book author, science-show host, and founder of two organizations that help people improve their communications skills. In this interview, he shares his insights on the value of the imp... More

Asian citrus psyllid (ACP), Diaphorina citri, is an insect pest which transmits a bacterium, Candidatus Liberibacter asiaticus (CLas), primarily through feeding in newly emergent foliage of citrus trees. This pathogen causes a disease known as Huanglongbing (HLB), or citrus greening, which has becom... More