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The other side of the opportunity space is shaped by the internal potential of a company, i.e. the innovation culture, the departments’ and employees’ knowledge and information about previous failures or learnings. They all more or less describe a field or way of how to spot opportunities for disruptive innovations.
In 2011, GE embarked upon an ambitious attempt to digitally transform its product and service offerings. It happened with analytics and bigdata, when companies like Sears and Zynga invested millions in creating analytics units that never paid back their investments. Yagi Studios/Getty Images.
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