2004 Change Disruption Marketing 
The BMI Lab Blog
JUNE 29, 2022
2005) that the ´failure to adequately define the market is a key factor associated with venture failure´, we identify the definition of the target customer as one central dimension in designing a new business model. A business model innovation is defined as the conscious change of at least two dimensions of the introduced “Magic Triangle”.
Mills-Scofield
APRIL 29, 2019
Blue Lobster at the South Bristol Coop , 2004. When you get enough of them together, you create a blue lobster organization – one that creates positive disruption. You need blue lobsters to make an organization (more) innovative and change a culture … and maybe even create blue oceans ! “ What’s with blue lobsters?
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Mills-Scofield
APRIL 29, 2019
Blue Lobster at the South Bristol Coop , 2004. When you get enough of them together, you create a blue lobster organization – one that creates positive disruption. You need blue lobsters to make an organization (more) innovative and change a culture … and maybe even create blue oceans ! “ What’s with blue lobsters?
Wazoku
JANUARY 9, 2020
The need for people and organisations to innovate has always been there but what’s much harder to comprehend, and therefore navigate, is the rapid pace of change we’re experiencing, on a scale we’ve never seen before. Promoting change of any kind was seen as a threat to the established order. A new era of work and technological change.
David Marks
MAY 19, 2017
Similarly to the natural world, weaker and ill-suited companies will prosper during good times, roaming the markets, making profits and gathering fat. They differ in their culture, openness to change and new ideas. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness. (See
David Marks
MAY 19, 2017
Similarly to the natural world, weaker and ill-suited companies will prosper during good times, roaming the markets, making profits and gathering fat. They differ in their culture, openness to change and new ideas. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness. (See
Innovation 360 Group
MAY 29, 2016
In times when the market dynamics, technology development, and diffusion are faster than ever, it is a natural question. Another source on the theme, O’Reilly III and Tushman (2004) , talks about being able working ambidextrously with incremental and radical innovation at the same time. processes) and externally (e.g.
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