2004 Disruption Management Technical Review 
The BMI Lab Blog
JUNE 29, 2022
However, very few managers are able to explain their company’s business model ad-hoc, and even fewer can define what a business model actually is in general. It can be defined as a holistic view of a company's bundle of products and services that are of value to the customer (Osterwalder 2004). The object of innovation 2.
IdeaSpies
FEBRUARY 22, 2019
The management consultant giant McKinsey and Co. Jack Ma (2000), Jeff Bezos (2003), Mark Zuckerberg (2004), Reed Hastings (2007), Brian Chesky (2008), Travis Kalanick (2009), Anthony Tan (2012). However, the majority of these great 20th century companies failed to sustain their level of greatness in the Open-Source era.
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IdeaSpies
FEBRUARY 21, 2019
The management consultant giant McKinsey and Co. Jack Ma (2000), Jeff Bezos (2003), Mark Zuckerberg (2004), Reed Hastings (2007), Brian Chesky (2008), Travis Kalanick (2009), Anthony Tan (2012). However, the majority of these great 20th century companies failed to sustain their level of greatness in the Open-Source era.
IdeaSpies
AUGUST 31, 2018
The management consultant giant McKinsey and Co. Jack Ma (2000), Jeff Bezos (2003), Mark Zuckerberg (2004), Reed Hastings (2007), Brian Chesky (2008), Travis Kalanick (2009), Anthony Tan (2012). However, the majority of these great 20th century companies failed to sustain their level of greatness in the Open-Source era.
David Marks
MAY 19, 2017
In the book Charles Darwin described a natural selection process favoring individuals and species who, due to a lucky collection of redeeming features, were better suited to their environment than less fortunate peers. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness.
Corporate Innovation
SEPTEMBER 21, 2015
In this post I review important lessons learned by CVCs that have been operating for many years and several economic cycles and best practices being used by newer CVCs. My previous post in the corporate venture capital (CVC) series provided a broad historical perspective on the sector. They come from different geographies: U.S. and Europe.
Corporate Innovation
SEPTEMBER 21, 2015
In this post I review important lessons learned by CVCs that have been operating for many years and several economic cycles and best practices being used by newer CVCs. My previous post in the corporate venture capital (CVC) series provided a broad historical perspective on the sector. They come from different geographies: U.S. and Europe.
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