N2Growth Blog

SEPTEMBER 29, 2018

In the text that follows, I’ll provide you with 4 constructs to help you evolve your thinking around digital transformation. Your business now operates as part of a global digital eco-system where leveling the playing field has become a digital impossibility. The best companies don’t play catch-up – they leap-frog.

Leadership 346

Leadership Business Model Engineering Fast Follower 346

Harvard Business Review

SEPTEMBER 6, 2012

But the gravest concern we've heard, that the ruling creates a legal climate that will stifle innovation, is unfounded. Samsung has built its name over the past two decades on being the world's greatest Fast Follower. Bloggers and reporters are pushing this idea from a business- or technology-oriented mindset. It creates love.

Innovation 16

Innovation Supply Chain Short-term Long-term 16

Harvard Business Review

MARCH 4, 2014

So are a lighting retrofit, a boiler overhaul, innovation to reduce energy use of your products, and much more. In my experience, most companies are risk-averse and like to fashion themselves as great “fast followers.” Those more engaged organizations will be more innovative and have a leg up in a hotter, scarcer world.

Supply Chain 9

Supply Chain Company Short-term Fast Follower 9

Harvard Business Review

JUNE 1, 2015

The contrast could not be clearer: Amazon – fearlessly making big, risky bets like a serial entrepreneur; and Microsoft, eschewing disruptive innovation in favor of remaining the “ fast follower ” it has always been, wringing profit from previously proven technologies.

Company 8

Company Software Long-term Short-term 8

Harvard Business Review

JANUARY 23, 2014

Rather it’s an on-going nipping and tucking of organizational resources to achieve both growth and efficiency at multiple levels: the company overall, the operating group level, and even within functional groups like human resources and information technology. Are you competing on the basis of on-going product or technological innovation?

Ulrich 8

Ulrich Cost Efficiency Consultative 8