This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Why a Strategy Uncertainty Map is Important Every business faces uncertainty in areas like market trends, competitive shifts, technological advancements, regulatory changes, and economic fluctuations. These may include: Market Uncertainty Changes in consumer demand, pricing pressures, and competitive shifts.
Digital disruption isn’t just about the internet or mobile technology. I recently had a chance to connect with Harvard Business School professor, Thales Teixeira, whose most recent book, Unlocking the Customer Value Chain , highlights the dynamics of “decoupling” and why it will drive even more disruption than we’ve seen in the world.
Today we are facing many current disruptions where we need to react fast and intelligently. Throughout the presentations, the digital twin was positioned as the catalyst for change, with the digital twin featured in nearly every presentation and across the stories of Siemens customers from multiple industries.
Innovation comes from outside It may not seem evident at first, but virtually all radical and disruptive innovation originates from outside an industry's boundaries, by people who often weren't even in the industry, who were serving other clients or other needs and saw a way to serve a new set of customers or solve a new set of needs.
I wonder if that is the current incumbents, be these current innovation management software providers or individuals inside the organizations resisting change, as it brings significant uncertainty of change and disruption to the (inadequate) process, one that I feel is not fit for today’s and tomorrow’s innovation purpose.
As a matter of fact, some of the most transformative ideas that have gone on to change the world have been from a lower- to mid-level employee. Most likely, at first the answer will be no, but you can change that! Great ideas do not always come from the top down.
Today we are facing many current disruptions where we need to react fast and intelligently. Throughout the presentations, the digital twin was positioned as the catalyst for change, with the digital twin featured in nearly every presentation and across the stories of Siemens customers from multiple industries.
Today we are facing many current disruptions where we need to react fast and intelligently. Throughout the presentations, the digital twin was positioned as the catalyst for change, with the digital twin featured in nearly every presentation and across the stories of Siemens customers from multiple industries.
We’re right at the beginning of an era of market disruption affecting sweeping, radical changes to personal and public transport, and the pressure on companies to innovate is coming from all directions. Mobility-as-a-Service (MaaS) Big data is enabling radical changes to the way customers can plan and pay for public transport.
For example, companies like airlines employ thousands of customer service agents, but customers are still waiting in line. This can create some nightmarish scenarios for employees who find their day-to-day processes and workflows disrupted. . RPA is often supported as a mechanism to increase return on investment or reduce costs.
The book is about is basically about what do organizations (typically incumbent organizations) do to be successful at the business of disruption, the assumption being that it is unusual for the incumbents to disrupt themselves or their industries. Disruption doesn’t create growth. Growth creates disruption”.
A few more similarly accelerating technology Hard Trends that increase in-person trust are contact-less kiosks for self-service in retail stores, and hotel and airline check-in using facial recognition and/or voice and smartphone. With that said, make sure you put elevated trust at the center of your reopening strategy.
For example, Delta Airlines’ entire fleet in the United States was temporarily grounded because of computer problems—the second shutdown over a period of six months also shutting down the carrier’s website and mobile apps. One example is agility—the ability to respond quickly to changing events and market conditions.
During these days of global unrest – with news about the coronavirus and its severity changing daily – businesses across all sectors should keep the message of this proverb in mind. Whatever disruptive challenges your company is facing, it is important to remember that your crowdsourcing platform can help you find a solution.
American Express Global Business Travel uses RPA to automate the process of canceling an airline ticket and issuing refunds. For example, companies like airlines employ thousands of customer service agents, but customers are still waiting in line. RPA is often supported as a mechanism to increase return on investment or reduce costs.
The aim was to build an innovative solution that both disrupted the status quo and created a huge barrier to entry for competitors who might attempt to copy it. Examples like IKEA, Square (Jim McKelvey’s solution), and Southwest Airlines are credited with creating innovation stacks. Arguably this was more for a startup.
COVID19 will change the way we behave, conduct business, and indeed how we innovate for years to come. Exactly how much change we’ll see and what those changes will actually be is still unfolding. But big life changing events inevitably reshape our long-term thinking, values and behaviors.
While disruptive periods like this can be incredibly damaging, you only have to look at the companies founded during previous recessions to see that a crisis can also create many opportunities. Casualties of Innovation Complacency The disruption caused by the Covid-19 pandemic has forced all companies to act.
While disruptive periods like this can be incredibly damaging, you only have to look at the companies founded during previous recessions to see that a crisis can also create many opportunities. Casualties of Innovation Complacency The disruption caused by the Covid-19 pandemic has forced all companies to act.
As Doss points out, changing company culture is not easy—it’s an organizational shift that takes time and effort. Consider the iPod, Uber, or Airbnb—one good idea can can be so valuable that it disrupts entire industries. Southwest isn’t the only airline to benefit from one good idea.
Understanding your external context and the global key drivers impacting your organization prepare you for change. PESTLED illuminates current influences, but more importantly, it alerts you to rapidly approaching changes and market dynamics across industries. Support management in seeing what is coming and prepare for change.
We’re right at the beginning of an era of market disruption affecting sweeping, radical changes to personal and public transport, and the pressure on companies to innovate is coming from all directions. Mobility-as-a-Service (MaaS) Big data is enabling radical changes to the way customers can plan and pay for public transport.
In the process, ride-hailing has disrupted the taxi and limo industries and could next disrupt public transportation and last-mile package delivery. For example, consider the changes to the car rental operating model. This is the Singapore Airlines model. This is the Skywest Airlines model.
In a world of exponential change, legacy technology is trouble. In July 2016, Southwest Airlines canceled 2,300 flights when a router failed, delaying hundreds of thousands of passengers. Continuing to use outdated technology of all sorts is costly beyond the financial spectrum. Legacy Technology Defined.
While the new value chain is not expected to supplant either of the other two for the foreseeable future, it will definitely disrupt and alter them in major ways. Similarly, airlines contribute important expertise in big data exploitation, fleet acquisition, as well as fleet operations and management.
Where else can you chat with the co-founder of robot company Boston Dynamics, the President of the Recording Academy (aka, the Grammys), the former President of Walt Disney Imagineering, the Chief Product Officer at Target, and the Chief Customer Officer of United Airlines all in one place? Corporate innovation is at a crossroads.
Where else can you chat with the co-founder of robot company Boston Dynamics, the President of the Recording Academy (aka, the Grammys), the former President of Walt Disney Imagineering, the Chief Product Officer at Target, and the Chief Customer Officer of United Airlines – all in one place? Corporate innovation is at a crossroads.
We’ll also provide a series of practical tips and examples that can help address the changes, embrace new opportunities, and navigate these challenging times. As not all organizations are willing to take the risk to shift gears and change direction, that’s where you can outperform competitors. So, without further ado, let’s get to it.
ACE vehicles and on-demand mobility will cause three major shifts that can lead to the disruption of the automotive and transportation industries: a consumer shift, an automotive industry shift, and a mobility services shift. Changes in personal mobility. Changes in technology. On-demand mobility service provider shift.
You can read part one HERE ** Do you remember who invented the liquid crystal display (LCD) back in 2003 that disrupted a whole industry and thereby brought the era of traditional tube televisions to an end? Start-ups are agile, their organizational structure promotes innovation and drives change forward?—?this
Enhancement : This is usually a small change to create a difference between other offerings. Line Extension : Takes an existing line and makes a change to set it apart and create differentiation. For instance with airlines, you can create a difference by creating a better user experience if most airlines have the same expectation.
Understanding the external context and the global key drivers prepare you for change. PESTLED can illuminate current influences, but more importantly, it can alert you to rapidly approaching changes and market dynamics across industries. 1) Supporting management in seeing what’s coming and preparing for change.
Why is the airline industry so terrible? There is an answer, and it has to do with the dynamics of disruption. One of the most powerful corporate growth mechanisms – and at the heart of disruption theory — is moving upmarket. Which brings us back to the airline industry.
It seems that everyone these days is looking for a disruptive business model. The airline industry is a cautionary tale of what happens when companies emulate new business models without bringing over the associated mental models. Bethune and the other airline leaders thought that the Southwest model was about taking out costs.
My passion for data has always been to harness information into useful insights in order to improve services and delight customers, not to collect, archive, then never change business models. This includes major and other credit cards, airlines, hotels, etc. Disrupt | Innovate | Lead | Imagine. Data security is manageable.
".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. He was right.
How does disruptive innovation differ when it’s applied to a product versus a platform? Similarly, it’s useful to distinguish between types of disruption. Starting a high-end disruption is expensive and challenging, requiring a lot of capital up front. How online marketplaces are changing the face of business.
As the Journal article states, “The fledging aviators in the JetBlue program would still have to meet this requirement (1,500 hours of flying), but by assessing students at various intervals short of 1,500 hours, the airline seeks to show that its curriculum can produce outstanding pilots who have spent fewer hours in actual aircraft.”
They beget change. When Richard Branson was mistreated by British Airways, he went on to start Virgin Airlines. For example, one entrepreneur that I know well is Kumar (name changed). They understand that the only thing that is permanent is the wheel of change. They know when it is time to change course or accept failure.
People have bet against railroads, phones, airlines, television, personal computers, and even guitar bands as fads—and that was before they had customers! Styles change, tastes change, brand loyalties change. Watch the fad-makers, not the fads themselves, and the game changes significantly.
In a recent issue of The New Yorker , Atul Gawande, the gifted writer and accomplished doctor, published yet another of his must-read accounts of the health-care crisis and the innovators trying to change things for the better. That's not to say Southwest never hires refugees from the legacy airlines. They can learn about banking.
In “Surviving Disruption,” they point out that disruption, digital and otherwise, is less a single event than a process that plays out over time — “sometimes quickly and completely, but other times slowly and incompletely. For one has to ask, ‘Change of what?’
Put another way: Hastings was concerned about the possibility of Netflix being disrupted. His approach to splitting out the old business from the new one is a textbook play out of Clay Christensen's prescription for dealing with the possibility of disruption. In fact, there are precedents of disruptive subsidiaries doing exactly that.
It’s even become a noun of sorts — uberization — which people use to describe a disruptivechange to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content