Found 408 article(s) in category 'Innovation'

Trickle-down innovation and the longevity of nations

Trickle-down innovation and the longevity of nations. Amitabh Chandra, June 1, 2019, Paper, “The association between income and life expectancy is so robust and persistent across countries that it has a name, the Preston Curve, named after the economist who first described it. 1 The strength of the association begs the question: must citizens of poorer countries wait for their economies to grow before they can expect to enjoy the life expectancies of wealthier nations? Or can longevity improve, even in the absence of economic gains? The answer has important implications for human wellbeing around the world.Link

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Sustaining open innovation through a “Center of Excellence”

Sustaining open innovation through a “Center of Excellence”. Karim Lakhani, 2019, Case, “This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned. Design/methodology/approach: This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations.Link

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An Archetype for Outsiders in Technology Commercialization

An Archetype for Outsiders in Technology Commercialization. Shane Greenstein, 2019, Book Chapter, “Many confrontations between insiders and outsiders have garnered attention in technology markets over several decades. What can we learn from these prominent confrontations? Is there anything common to them? This chapter presents an archetype of confrontations that highlights the distinctive perspective of an outsider. In this archetype insider refers to an established leading firm in a specific market, while outsiders are startups or historical non-participants in the insider’s market. The chapter interprets events as a conflict between the outsider’s novel point of view and the insider’s established point of view. To support this interpretation, the chapter examines numerous illustrations. In each, the outsider takes actions to gain customers, which leads to a reaction from the established firm.Link

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Social entrepreneurship as field encroachment: how a neoliberal social movement constructed a new field

Social entrepreneurship as field encroachment: how a neoliberal social movement constructed a new field. Tamara Kay, Marshall Ganz, May 18, 2019, Paper, “In explaining the emergence of new strategic action fields, in which social movements’ and organizations’ logic, rules and strategies are forged, inter-field dynamics remain under-explored. The case of Social Enterprise and Entrepreneurship (SEE) shows how new fields can emerge through field encroachment, whereby shifts among overlapping fields create structural opportunities for the ascendency of new fields, which may adapt logics borrowed from adjacent fields to construct legitimacy. SEE leveraged the 1980s’ shift between first-order market and state fields to encroach on the political strategies of community organizing, birthing a neoliberal social movement to create a new field addressing social problems using market-based, profit-motivated approaches. With its borrowed veneer of justice, SEE rapidly developed a high academic and public profile over just three decades, despite little evidence its approach to solving social problems works. In encroaching on proven political strategies for solving social problems, it may further undermine democratic practices.Link

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The Case For Breaking Up Big Tech

The Case For Breaking Up Big Tech. Nancy Koehn, May 15, 2015, Audio, “Calls to break up big tech companies like Facebook and Amazon are getting louder. After Sen. Elizabeth Warren called for Facebook, Google and Amazon to be designated as “platform utilities” and broken apart from their own services that compete on those platforms in March, other Democratic candidates for president have ratcheted up their own rhetoric on the issue. Facebook co-founder Chris Hughes himself has called the social network a monopoly that should be forced to shed Instagram and Whatsapp, two major recent acquisitions. Harvard Business School historian Nancy Koehn joined the conversation on Boston Public Radio Wednesday, delving into the history of antitrust law in America, and ultimately agreeing with those calling for breaking up big tech.Link

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Innovation + Disruption Symposium

Innovation + Disruption Symposium. Clayton Christensen, May 2019, Video, “On May 5 in New York City, Colgate University will host Innovation + Disruption, a symposium about technology, the liberal arts, and preparing graduates for the future.  Clayton Christensen, Kim B. Clark professor of business administration at the Harvard Business School and co-founder of the innovation consulting firm Innosight, will tee up the event with a keynote address titled The Innovative University.Link



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Why investors seem skeptical about the ride-hailing business

Why investors seem skeptical about the ride-hailing business. Mihir Desai, May 10, 2019, Audio, “Uber had its much-anticipated initial public offering Friday — despite losing $1.8 billion over the last 12 months, which makes it the all-time biggest money-losing IPO. The results were less than spectacular: Uber priced its shares toward the low end of estimates at $45 a share. They opened at $42 and closed at $41.55.Link

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The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power

The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power. David Yoffie, 2019, Book, “The Business of Platforms explores the strategic, economic, and technology management challenges of digital platform businesses. We have five major themes in the book: 1) The world’s most valuable companies are all platforms, in part because platforms have network effects, with the potential for a winner-take-all or winner-take-most outcome. 2) Platforms come in 3 flavors: innovation platforms, transaction platforms, and hybrid platforms. We suggest that the world is moving towards more and more hybrids, and we identify the key steps in building a successful platform. 3) Failure is more likely than winner-take-all: mispricing, mistrust, mistiming, and hubris lead to hundreds of failures. 4) Old “dogs” can learn new tricks: conventional companies can adapt to a platform world with a buy, build, or belong strategy. And 5) Platforms are a double-edge sword: abuse of power, bullying poor labor practices, and bad actors can undermine even the most successful platforms. The book concludes with an exploration of platform battles of the future, including voice wars (Alexa vs. Hey Google vs. Siri), ridesharing and autonomous car platforms, quantum computing, and CRISPR.Link

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