Harvard Business Review

MAY 2, 2011

As multinational corporations pursue opportunities in emerging markets, they're bound to stumble if they overlook the developed economies, and vice versa. Nokia, for example, commanded market shares of 40% in China and 56% in India by 2008. Nokia, for example, commanded market shares of 40% in China and 56% in India by 2008.

Globalization 15

Globalization Marketing Venture Capitalist Biotechnology 15

Harvard Business Review

MAY 27, 2014

Reading the headlines, you might think that the most urgent question about national success in innovation and growth is whether the U.S. Germany does a better job on innovation in areas as diverse as sustainable energy systems, molecular biotech, lasers, and experimental software engineering. or China should get the gold medal.

Innovation 15

Innovation GDP Telecommunications Industry 15

Harvard Business Review

MAY 8, 2012

Starting in the 1970s, the country's ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics. Looking beyond Japan, iconic six sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders.

Six Sigma 21

Six Sigma Kaizen Govindarajan Telecommunications 21

Harvard Business Review

OCTOBER 30, 2014

Nowhere else in the executive suite of a typical corporation are two functions as closely intertwined as sales and marketing. Yet for all the shared responsibility, the marketing and sales relationship has often been a contentious and lopsided one, with sales dominating in B2B sectors while marketing leads in B2C ones.

Marketing 14

Marketing Guidelines B2C Analysis 14

Harvard Business Review

MARCH 12, 2012

For example, GE developed an ultra-low-cost ultrasound for rural China which is now marketed in over 100 countries. Logitech developed an affordable mouse for the China market which sells for (the Chinese equivalent of) $19.99 Surprisingly, such innovations defy gravity and flow uphill from the poor to the rich.

Glocalization 16

Glocalization Mass Marketing P&L Globalization 16

Harvard Business Review

SEPTEMBER 12, 2012

One of the key tipping points in a market occurs when a company, in Christensen's language, overshoots a given market tier by providing them performance that they can't use. Companies often miss important shifts because they start not among mainstream customers, but at people at the fringes of the market.

System 15

System Christensen Disruptive Innovation Telecommunications 15

Harvard Business Review

AUGUST 27, 2012

The fact of the matter is that periodically, technologies or business model innovations allow start-ups to enter industries offering services that are generally cheaper and more accessible, but of far lower quality. This is the essence of what we call "disruptive innovation." But destruction will come slowly.

Rogers 16

Rogers Telecommunications Disruptive Innovation Innovation 16

Harvard Business Review

APRIL 18, 2011

Cisco's clever little camcorder collapse provides picture-perfect insight into a pervasive innovation pathology: Ignoring — or disrespecting — the obvious. The company knew digital devices were all becoming telecommunications tools. Novel subtlety and nuance can be wonderful but my innovation heart belongs to obvious.

Wireless 15

Wireless Management Telecommunications Innovation 15

Harvard Business Review

NOVEMBER 24, 2010

The most disruptive, unforeseen, and just plain awesome breakthroughs, that reimagine, reinvent, and reconceive a product, a company, a market, an industry, or perhaps even an entire economy rarely come from the single-minded pursuit of the busier and busier busywork of "business." So throw Frederick W. After "what", ask "which."

Short-term 17

Short-term Guidelines Mass Marketing Telecommunications 17

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world. The world is getting smaller.

Competitive Advantage 16

Competitive Advantage Leadership Telecommunications Talent Management 16

Harvard Business Review

JULY 2, 2018

Today, Shenzhen-based DJI , of which one of us is a board member, holds a global market share of 70% in consumer drones and offers a window into the future of competition from China. But DJI is testament to China’s transformation from copycat to high tech innovation. Western media has been quite critical of the Chinese miracle.

Innovation 9

Innovation Engineering Business Model Long-term 9

Harvard Business Review

SEPTEMBER 2, 2013

The gap between Hyperloop and the state of infrastructure in the vast majority of developing countries is a demonstration of what economist William Janeway calls the Two Innovation Economies. As a result, many top-tier students in developing markets graduating from the best Western institutions are motivated to stay abroad.

Marketing 8

Marketing Transportation Disruptive Innovation Telecommunications 8

Harvard Business Review

NOVEMBER 23, 2010

When I founded the nonprofit African Institution of Technology , I initially focused on helping African entrepreneurs or artisans, especially those with only primary education, develop new skills and market opportunities. Rather, they were abandoning their businesses because of bad bookkeeping.

Books 15

Books Guidelines Banking Telecommunications 15

Harvard Business Review

MAY 8, 2012

Google has its own contender in the market, Google Voice. Bharti is the largest telecommunications services provider in India. Bharti's innovative business model converted fixed costs in capital expenditure to a variable cost based on usage of capacity. Bharti looks nothing like other telecoms. In the U.S.,

Outsourcing 14

Outsourcing Wireless Telecommunications Core Competence 14

Harvard Business Review

SEPTEMBER 19, 2011

We had it all — strong capital markets, rich natural resources, unparalleled higher education, and geographic separation from two devastating wars. Although well-intentioned, these programs often have the unintended consequences of benefiting the wrong businesses, favoring sub-optimal technology, and creating market distortion.

Entrepreneur 15

Entrepreneur Licensing Telecommunications Incubator 15

Harvard Business Review

JANUARY 25, 2012

The data-driven have crafted the best strategies, uncovered wholly new markets, and kept operational costs low. Armed with a deep understanding at the customer-level of where it makes money (not just generates revenue), a company can forge new relationships, change its price structure, and redirect its marketing campaigns. Together.".

Organization 15

Organization Telecommunications McKinsey Price 15

Harvard Business Review

SEPTEMBER 29, 2014

In the 1900s, French mathematician-economist Leon Walras envisioned prices in a market economy being set by an auctioneer (since known as the “Walrasian auctioneer”) conducting continuous auctions for all kinds of commodities. Economists and market design. Many economists since have been hired by the U.S.

Strategy 15

Strategy Black-Scholes Airlines Price 15

Harvard Business Review

AUGUST 1, 2013

This infrastructure sits on top of a publicly available substructure of assets and resources — telecommunications and the Internet, for example. Infrastructure largely determines the IT organization''s structure, its budgeting, how the corporation goes to market, its legacy, and its capacity to change.

CIO 12

CIO Technology Telecommunications Information Technology 12

Harvard Business Review

JANUARY 16, 2013

A lot of companies congratulate themselves on having a "social media presence" — by which they mean a Twitter following and Facebook likes and a marketing plan that uses social networks. But some 70% of the extra profit to be made through social technologies has nothing to do with marketing. But that's a good thing.

Media 12

Media McKinsey Supply Chain Telecommunications 12

Harvard Business Review

NOVEMBER 23, 2010

For example, marketing optimizes its activities for its own benefit and the sales and customer service functions do likewise. The end-to-end process of customer acquisition and retention — getting rid of duplicate activities and information across marketing, sales and customer service — isnt touched.

Process 15

Process CEO Insurance Guidelines 15

Harvard Business Review

MAY 16, 2011

True collaboration always has open-ended elements — ranging from precisely how new innovations will be implemented, to how products will fare in the market, and even to what priorities partners will pursue in the face of changes in the environment. This landscape is evolving rapidly, in ways not even Google could foresee.

Software 18

Software Licensing Long-term Telecommunications 18

Harvard Business Review

NOVEMBER 1, 2012

In the mid-90s as CEO of Medtronic, I was concerned about whether we could sustain the remarkable success in innovation that we had enjoyed during the previous 10 years. This process of "disruptive innovation" enabled new competitors to create entirely new product categories.

Disruptive Innovation 9

Disruptive Innovation Christensen Telecommunications Incubator 9

Harvard Business Review

NOVEMBER 23, 2010

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CIO 16

CIO Guidelines Telecommunications Emotional Intelligence 16

Harvard Business Review

NOVEMBER 30, 2010

In my own work , I found that this might be particularly prevalent for utilities (gas, electricity and telecommunications). In my own work , I found that this might be particularly prevalent for utilities (gas, electricity and telecommunications). Ran Spiegler (with co-authors) has studied such strategies.

Retail 15

Retail Price Comparison Nalebuff 15

Harvard Business Review

NOVEMBER 22, 2010

The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. This last article is the one that really grabbed my attention.

NGO 15

NGO Chemicals Guidelines Telecommunications 15

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 15

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 15

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 15

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 15

Harvard Business Review

NOVEMBER 30, 2010

Now consider the joint judgment involved in a process of co-creation , whereby companies collaborate with customers or other partners to bring new offerings to market. Now consider the joint judgment involved in a process of co-creation , whereby companies collaborate with customers or other partners to bring new offerings to market.

Guidelines 15

Guidelines Education Telecommunications Emotional Intelligence 15

Harvard Business Review

JANUARY 11, 2013

Wednesday, Bloomberg reported that Chinese solar stocks had soared based on market expectations that demand in China for alternative energy will increase given the Chinese government's increasing solar capacity targets. We calculate that China needs to make an investment of $17.3

Industry 11

Industry Real Estate Telecommunications Energy 11

Harvard Business Review

MAY 21, 2014

The most obvious explanation for this is that broadband providers are serving a new and burgeoning market. But since the mid-1990s, telecommunications regulation in the U.S. Still, Powell is right that broadband networks are still growing and improving, while the U.S. electricity, transportation, and water networks mostly aren’t.

Telecommunications 9

Telecommunications Industry GDP Transportation 9

Harvard Business Review

NOVEMBER 29, 2010

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Banking 17

Banking Crisis Merton Guidelines 17

Harvard Business Review

JANUARY 18, 2013

At the moment that a disruptive innovation crosses into the mainstream market and establishes itself as a viable competitor, the third stage in a disruptive innovation's life cycle. In 2012 Square received a significant round of funding , and formed an innovative deal with Starbucks (which included an investment of $25 million).

Disruptive Innovation 8

Disruptive Innovation Telecommunications Fashion Innovation 8

Harvard Business Review

OCTOBER 24, 2012

However, it has also been investing directly in companies — making the government a competitor of VC funds and disrupting the sector's market dynamics. In Mexico, the government has created funds of funds to invest in VC, which has been great help. Investment side. Entrepreneurship in Mexico continues to be EXTREMELY hard.

Industry 13

Industry Telecommunications Incentives Banking 13

Harvard Business Review

DECEMBER 26, 2014

The phenomenon of fast-track CEO succession appears to be most prominent in the retail, technology, media, and telecommunications sectors—all of which are particularly affected by disruptive business models and new competitors. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 15

CEO Contingency Plans Telecommunications Planning 15

Harvard Business Review

APRIL 26, 2013

In my eyes, the work Steve Blank, Eric Ries, and others have done to provide a cogent, accessible frame around the academic concepts of emergent strategy is one of the most important contributions to the innovation movement over the past few years. Corporate leaders can take steps to encourage this kind of market-based learning.

Ries 8

Ries Telecommunications Business Model Competitive Advantage 8

Harvard Business Review

NOVEMBER 23, 2010

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Airlines 16

Airlines Report Guidelines Discount 16

Harvard Business Review

OCTOBER 10, 2014

It was the summer of 2000 and the company had quickly lost $85 billion in market capitalization. Fourteen years ago, Darren Entwistle arrived as a young CEO (he is now Executive Chair) and immediately began transforming the regional telecommunications player into a global entity. Procter & Gamble provides another example.

Leadership 10

Leadership Telecommunications Education Consensus 10