Remove 2012 Remove Company Remove Competition Remove Marketing
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Balancing your innovation portfolio: Does the 70-20-10 rule still apply?

Idea to Value

One of the best ways to assess what proportions your company should allocate to different types of innovation projects is by looking at your current and desired innovation portfolio. 10% of their innovation resources on transformational innovations, to explore completely new offerings and markets.

Project 284
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First-Mover or Fast-Follower: Which is the right innovation strategy for you?

Idea to Value

What makes more sense: To be the first player in a brand new market, able to be the first (or only) company which customers buy from? To wait until other companies have proven there is a market for a new offering, and then quickly develop and scale your own? The early bird catches the worm … ?

Strategy 257
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The Detriments of a Command-and-Control Culture and the Power of Design Thinking

Tullio Siragusa

The Detriments of a Command-and-Control Culture and the Power of Design Thinking In the competitive landscape of modern business, the approach we take to leadership can make or break an organization. Result: Kodak’s failure to innovate and adapt to digital technology ultimately led to bankruptcy in 2012.

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Innovation is a Company Wide Responsibility

ImagineNation

It takes a lot of empathy, patience and healthy detachment to provide for the immediate needs of the people on the margins of society and to help them find permanent solutions to their many problems – innovation a company-wide responsibility. The only way for it to survive is to be separated from its internal competition.

Company 52
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Adapt or die: lessons from 5 companies that failed to innovate

Idea Drop

It feels like the world is moving faster than ever, which means that companies in every sector have to prioritise agile innovation or risk becoming defunct. If it seems like many of the companies that you knew from childhood have vanished, it’s because they have. They filed for bankruptcy in 2012.

Company 68
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Brands In Memoriam 2012

CorporateIntel

Frequent readers of this blog know that I am obsessed with the concept of creative destruction , the intangible but daunting market force where an invention that is vital takes out that which has become defunct, and the nascent replaces the established. Was anything really lost if this was just a merger?

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What Gap Inc. Can Learn From Signet Jewelers CEO Gina Drosos

Michael Roberto

Three of the company's four major brands (Old Navy, Gap, and Banana Republic) have blurred competitive positions. Thus, they focus on overlapping target markets with product offerings that are not clearly distinguishable at times. Her company owns several major jewelry chain brands (Zales, Kay, Jared).