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How “True Believers” Can Undermine Change

Digital Tonto

I first noticed this in the aftermath of the Ukraine’s Orange Revolution in 2004. The post How “True Believers” Can Undermine Change first appeared on Digital Tonto. Here’s How To Outsmart Them 3 Reasons Why Change Fails Make These 3 Cultural Shifts To Reignite Change In Your Organization

Change 137
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Are You Future-Proof? Preparing for Technological Disruptions

Phil McKinney

They eventually declared bankruptcy in 2010 after losing over $900 million in revenue between 2000 and 2004 because of the shift in consumer tastes away from physical media. Various strategies, such as continuous learning, networking, and experimentation, can ensure businesses stay ahead of the curve.

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Business Model Innovation Basics Series - Part 1: What is a Business Model?

The BMI Lab Blog

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). HOW – To build and distribute the value proposition, a firm has to master several processes and activities. You need an innovation strategy. Business models, business strategy and innovation.

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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360 Group

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. 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.

Company 40
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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. 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.

Company 40
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Innovation – Why Bezos Succeeded, While Lampert Failed at Sears

Adam Hartung

By November, 2004 the stock has risen to $90. There was no way a cost cutting strategy would save KMart or Sears. Nor did he focus on how to drive more subscriptions, or sell more advertising to traditional customers. But the reality that this strategy was impossible finally drove the value lower than when the journey started.

Trends 36
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LEGO Boost: Continuing to Renew & Extend the Core

Michael Roberto

Jargon Vig Knudstorp became CEO in 2004, and he engineered a remarkable turnaround. The products seek to capitalize on the movement to teach kids how to code. Great firms don't simply accept the apparent decline of their core business. LEGO went through some substantial challenges in the early 2000s.