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When to Change a Winning Strategy

Harvard Business Review

In our research on the telecom industry, for example, we found that the great majority of the executives we surveyed preferred internal development to external sourcing when they needed to develop differentiated products and services. Companies tend to repeat what has worked for them in the past. so as to increase coverage.

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Best Practices for Leading via Innovation

Harvard Business Review

Toyota's decade-long investment in its Prius sub-brand ultimately succeeded in strengthening the company's reputation as a respected product innovator while allowing Toyota to capture first-mover advantage in the fast-growing hybrid category. Enable organizational agility. Broaden perspectives.

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Growing, or Not, in an Age of Permanent Volatility

Harvard Business Review

In a recent Accenture study involving 1000 CFOs and CMOs across eight industries and a dozen countries in developed and emerging markets, 85 percent of executives expected their companies to grow at a rate equal to or significantly greater than global growth forecasts. Why is a growth market that "lifts all boats" so tough to imagine?

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Why We Shouldn’t Worry About the Declining Number of Public Companies

Harvard Business Review

In a parallel development, the number of companies listed on U.S. stock exchanges has declined by almost 50% from its peak in 1996, despite dramatic increase in aggregate market capitalization. Such acquisitions become more lucrative with rising first-mover advantages, pace of technological development, and network externality.

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Structure Your Global Team for Innovation

Harvard Business Review

Essilor undertook a project to develop photochromic lenses with partners PPG and Transitions Optical. To ensure first mover advantage, the schedule was extremely aggressive. The project involved more than 20 sites around the world.

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Structure Your Global Team for Innovation

Harvard Business Review

Essilor undertook a project to develop photochromic lenses with partners PPG and Transitions Optical. To ensure first mover advantage, the schedule was extremely aggressive. The project involved more than 20 sites around the world.

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Strategic Choices Need to Be Made Simultaneously, Not Sequentially

Harvard Business Review

The CEO of a large Australian company called me to relay a particular strategy development problem his firm was facing, and ask for my advice. For example, Uber made a Where to Play choice that included China because it’s a huge and important market. But it didn’t work in the Where to Play of China.