2004 Disruption Roadmap 
Cris Beswick
JUNE 22, 2023
Disrupt or die thinking doesn’t help The typical approach to defining different levels of innovation tends to polarise things for most employees. With the right-hand side of the scale firmly rooted in the phrase ‘disrupt or die’ means, most people instantly jump to extensive, complex, far-out solutions. Barker Scott, Brenda (2004). “3:
David Marks
MAY 19, 2017
In this post I will explain how the disruptibility curve, described in my previous blog posts, could be used for the same purpose. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness. If you read my previous posts , you can look away now (or rather skip to the next paragraph).
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David Marks
MAY 19, 2017
In this post I will explain how the disruptibility curve, described in my previous blog posts, could be used for the same purpose. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness. If you read my previous posts , you can look away now (or rather skip to the next paragraph).
Corporate Innovation
SEPTEMBER 21, 2015
It is only natural to consider whether the cohort of CVCs established during the last five years will have more staying power than the dot-com CVC group, many of which closed down during the economic downturn of 2001-2004. Siemens Venture Capital requires business unit commitment around each investment.
Corporate Innovation
SEPTEMBER 21, 2015
It is only natural to consider whether the cohort of CVCs established during the last five years will have more staying power than the dot-com CVC group, many of which closed down during the economic downturn of 2001-2004. Siemens Venture Capital requires business unit commitment around each investment.
Corporate Innovation
SEPTEMBER 21, 2015
It is only natural to consider whether the cohort of CVCs established during the last five years will have more staying power than the dot-com CVC group, many of which closed down during the economic downturn of 2001-2004. Siemens Venture Capital requires business unit commitment around each investment.
Harvard Business Review
AUGUST 19, 2011
HP management conceded that the disruptive impact of the iPad forced their hand but that hand was already quite weak from a decade of over-serving the market. Microsoft was offering Pocket PC and the Phone edition was on the roadmap. By the time their success was worth noticing, in 2004, HP and Dell decided to dabble in devices.
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