The document discusses how large companies can innovate in a world that favors smaller, more nimble competitors. It outlines several trends that have shifted power away from large companies, including consumers losing trust in big brands, valuing uniqueness more, and desiring personalized interactions. It then provides recommendations for how large companies can take action, including identifying meaningful and winnable growth opportunities, developing a competitive strategy, creating complementary platforms, applying a portfolio approach to funding innovations, creating innovations that solve problems for both consumers and the business, appointing innovation champions, and recognizing innovation as an experiment.
Moving gradually but with the brute force of a tsunami, the natural movement is flowing through every aisle in every store near you, churning up tough questions for every growth-minded consumer-facing business and its innovation efforts.
In our newest white paper, we examine this movement and how we believe it will impact businesses globally.
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. For more insights from s+b, visit strategy-business.com.
Moving gradually but with the brute force of a tsunami, the natural movement is flowing through every aisle in every store near you, churning up tough questions for every growth-minded consumer-facing business and its innovation efforts.
In our newest white paper, we examine this movement and how we believe it will impact businesses globally.
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. For more insights from s+b, visit strategy-business.com.
Our guide will provide you with a roadmap of the current situation, what this means for brands, and what you can do in the coming months to protect your brand’s vitality.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
What's the Future of Business Bonus Chapter by Brian SolisBrian Solis
After releasing, "What's the Future of Business: Changing the Way Businesses Create Experiences," Brian Solis published a secret "bonus" chapter for those who finished the book and found the Easter egg at the end.
What is the true value of a customer?
In this special section, Brian shares a new methodology for measuring the value of shared experiences aka "The Ultimate Moment of Truth."
In a social economy, customer value takes on a new dimension. Customers are sharing their intentions, experiences and outcomes in online communities, social networks and mobile apps for others to discover at every step of the dynamic customer journey. Because of the discoverability of these shared experiences, what turns up from other customers affects the journey of the next consumer. In this dynamic ecosystem, decisions are made for and against you in real-time. Understanding the state of these shared experiences introduces previously unforeseen windows of opportunity for customer engagement and ultimately opportunities within emerging platforms.
How customers feel when interacting with or around your business, at every stage of the journey, will dictate what they share about you online. Businesses need to monitor and assess these experiences, and ensure to craft experiences their customers enjoy. One of the key challenges facing businesses in a social economy, however, is that the behaviors of connected customers are no longer congruent with that of the traditional customers they were originally built to serve. In many organizations, customer service is still operated out of a call center; marketing is spread across multiple, yet siloed functions that follow the linear path within a traditional sales funnel; and product development follows a roadmap that looks so far ahead that it inevitably splits from evolving customer realities and expectations.
WTF: www.amazon.com/WTF-Business-Changing-Businesses-Experiences/dp/111845653X
BrianSolis.com
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
DIGITAL LEADERSHIP: An interview with Serguei Netessine Chaired Professor of ...Capgemini
Serguei Netessine is The Timken Chaired Professor of Global Technology and Innovation at INSEAD and the Research Director of the INSEAD-Wharton alliance. Before joining INSEAD in 2010, Professor Netessine was a faculty member at the Wharton School, University of Pennsylvania. He has co-authored dozens of publications in prominent management journals. His latest book - “The Risk-Driven Business Model: Four Questions that will Define Your Company” (www.defineyourcompany.com) - co-authored with Professor Karan Girotra of INSEAD, provides a toolkit to help organizations design innovative business models. Capgemini Consulting spoke with Professor Netessine to understand how companies
should adapt their business models to survive digital disruptions.
The Holmes Report's first Creative Index analyses award-winning PR campaigns from more than 25 shows worldwide to determine the most creative programmes of the past 12 months.
The Changing Role Of The CIO In The Health Club Industry Bryan K. O'Rourke
Prepared by Exerp, this magazine explores views on the role of technology and the CIO in the modern health club intro. I had the pleasure of writing the introduction and some of the world's leading thinkers on the subject share their insights.
Disney: Making Magic Through Digital InnovationCapgemini
Over the past few years, Disney has been investing heavily in digital technologies across its theme parks, studio entertainment, interactive media platforms and physical store. Disney has successfully used analytics to enhance customer experience; it offers a connected experience to its park visitors through wearables and it took a data-driven approach to improve its operations. But how does Disney do this? What is the secret recipe? It is a combination of strong digital leadership, a vision that imbibes technology, a culture rich in analytics and an ongoing investment in digital technologies. Interested in understanding how, read our research note on Disney, a digital master.
Sust cities as organisms, a new thermodynamics perspectiveMae-Wan Ho
Inaugural lecture for Prigogine Medal 2014 award, Siena, Italy, 23 September 2014
Abstract
Well over 50 % of us now live in cities while world population growth and urbanization continue unabated. There is an urgent need for policies that can address both the challenges and opportunities for sustainable development in urban settings.
Within the past two decades, the idea of cities as fractal structures resulting from social and economic processes has led to a transition in thinking of cities as machines to cities as organisms. Independently, the concept of ‘sustainable cities’ had emerged earlier, with many successful implementations already underway. A sustainable city is one able to feed and power itself using land and energy efficiently with the least environmental pollution and impact on climate change, minimizing wastes and recycling and reconverting wastes into resources.
In my own work, coherent fractal space-time structures are the key to a circular thermodynamics of organisms and sustainable systems that achieves the state of minimum entropy production and dissipation that Ilya Prigogine had proposed as a conjecture. I shall show how the principles of circular thermodynamics can be applied to sustainable cities.
Our guide will provide you with a roadmap of the current situation, what this means for brands, and what you can do in the coming months to protect your brand’s vitality.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
What's the Future of Business Bonus Chapter by Brian SolisBrian Solis
After releasing, "What's the Future of Business: Changing the Way Businesses Create Experiences," Brian Solis published a secret "bonus" chapter for those who finished the book and found the Easter egg at the end.
What is the true value of a customer?
In this special section, Brian shares a new methodology for measuring the value of shared experiences aka "The Ultimate Moment of Truth."
In a social economy, customer value takes on a new dimension. Customers are sharing their intentions, experiences and outcomes in online communities, social networks and mobile apps for others to discover at every step of the dynamic customer journey. Because of the discoverability of these shared experiences, what turns up from other customers affects the journey of the next consumer. In this dynamic ecosystem, decisions are made for and against you in real-time. Understanding the state of these shared experiences introduces previously unforeseen windows of opportunity for customer engagement and ultimately opportunities within emerging platforms.
How customers feel when interacting with or around your business, at every stage of the journey, will dictate what they share about you online. Businesses need to monitor and assess these experiences, and ensure to craft experiences their customers enjoy. One of the key challenges facing businesses in a social economy, however, is that the behaviors of connected customers are no longer congruent with that of the traditional customers they were originally built to serve. In many organizations, customer service is still operated out of a call center; marketing is spread across multiple, yet siloed functions that follow the linear path within a traditional sales funnel; and product development follows a roadmap that looks so far ahead that it inevitably splits from evolving customer realities and expectations.
WTF: www.amazon.com/WTF-Business-Changing-Businesses-Experiences/dp/111845653X
BrianSolis.com
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
DIGITAL LEADERSHIP: An interview with Serguei Netessine Chaired Professor of ...Capgemini
Serguei Netessine is The Timken Chaired Professor of Global Technology and Innovation at INSEAD and the Research Director of the INSEAD-Wharton alliance. Before joining INSEAD in 2010, Professor Netessine was a faculty member at the Wharton School, University of Pennsylvania. He has co-authored dozens of publications in prominent management journals. His latest book - “The Risk-Driven Business Model: Four Questions that will Define Your Company” (www.defineyourcompany.com) - co-authored with Professor Karan Girotra of INSEAD, provides a toolkit to help organizations design innovative business models. Capgemini Consulting spoke with Professor Netessine to understand how companies
should adapt their business models to survive digital disruptions.
The Holmes Report's first Creative Index analyses award-winning PR campaigns from more than 25 shows worldwide to determine the most creative programmes of the past 12 months.
The Changing Role Of The CIO In The Health Club Industry Bryan K. O'Rourke
Prepared by Exerp, this magazine explores views on the role of technology and the CIO in the modern health club intro. I had the pleasure of writing the introduction and some of the world's leading thinkers on the subject share their insights.
Disney: Making Magic Through Digital InnovationCapgemini
Over the past few years, Disney has been investing heavily in digital technologies across its theme parks, studio entertainment, interactive media platforms and physical store. Disney has successfully used analytics to enhance customer experience; it offers a connected experience to its park visitors through wearables and it took a data-driven approach to improve its operations. But how does Disney do this? What is the secret recipe? It is a combination of strong digital leadership, a vision that imbibes technology, a culture rich in analytics and an ongoing investment in digital technologies. Interested in understanding how, read our research note on Disney, a digital master.
Sust cities as organisms, a new thermodynamics perspectiveMae-Wan Ho
Inaugural lecture for Prigogine Medal 2014 award, Siena, Italy, 23 September 2014
Abstract
Well over 50 % of us now live in cities while world population growth and urbanization continue unabated. There is an urgent need for policies that can address both the challenges and opportunities for sustainable development in urban settings.
Within the past two decades, the idea of cities as fractal structures resulting from social and economic processes has led to a transition in thinking of cities as machines to cities as organisms. Independently, the concept of ‘sustainable cities’ had emerged earlier, with many successful implementations already underway. A sustainable city is one able to feed and power itself using land and energy efficiently with the least environmental pollution and impact on climate change, minimizing wastes and recycling and reconverting wastes into resources.
In my own work, coherent fractal space-time structures are the key to a circular thermodynamics of organisms and sustainable systems that achieves the state of minimum entropy production and dissipation that Ilya Prigogine had proposed as a conjecture. I shall show how the principles of circular thermodynamics can be applied to sustainable cities.
Creating Growth From Retail's New CrossroadsFahrenheit 212
While empowerment, loyalty & customer service are well established drivers of growth, confidence is a meaningful consumer driver in search of tangible mechanisms.
Student Paintings, Tattoo artists, and Scientists: the Rutgers University Art...Megan Lotts
The Rutgers University Art Library Exhibition Spaces (RALES) were created so that an Art Librarian could more intentionally connect with the departments with whom she is a liaison, and to further engage the local campus communities by elevating the importance of scholarly research happening in the Arts. These spaces also provide an opportunity for student artists, graduate students in librarianships, and organizations putting up their first exhibit, to learn more about what goes into an exhibition, from creation of the work, to the public viewing, marketing, and reception. RALES also provides an opportunity for individuals to view artworks in person, as opposed to studying an image in a book.
In three years this teaching gallery has hosted 38 exhibits by students, faculty, and staff, of Rutgers, as well as a few local and out of state artists. There has been little to no cost in running this gallery space, other than the time. The most impactful aspect of RALES is that is has created a deeper connection to the patrons that the Art Library serves as well as built bridges across the campuses that have introduced the libraries to many new potential partnerships.
This presentation will include a brief review of exhibition spaces in academic libraries as well as a discussion on how gallery spaces can be low cost, easy to coordinate, and create a lasting impact. Audience members will learn more about the physical make up of RALES, examples of exhibits shown in the space, and tips on how one can create their own low cost gallery space. Lastly the author will provide examples for ways to find artist and curators and show a research guide that has been created to archive the spaces.
Kom videre på: http://1508.dk/services/digital-strategi
Se video: https://vimeo.com/110124261
Website. Done. Nyhedsbrev. Check. Social. Jep.
Så kom du i luften med endnu en samlet digital portefølje. Og hvad så?
Hør digital strateg Kasper Brødsgaard fortælle, hvorfor arbejdet med de digitale kanaler naturligt nok først starter når de er i luften, og få konkret vejledning til at arbejde med optimization og resultater.
Morgenbooster #67 | Sådan Driver du en Digital Transformation1508 A/S
På denne Morgenbooster så vi nærmere på udfordringer og løsninger, når en digital forandringsagenda pludselig banker på.
Se video af Morgenboosteren her: http://1508.dk/morgenbooster/saadan-driver-du-en-digital-transformation/
Does your business need an Innovation Lab?Paul Taylor
Should your organisation consider a formalised approach for innovation? And should it commit to an Innovation Lab approach?
Originally presented at the Chartered Institute of Housing Annual Conference in Manchester, England.
Innovation districts and their impact on urban and regional devlopmentJakob Stoumann
At oxford Research we are looking into the emergence of innovation districts. What are they, how do they develop, how can we as policy makers and regional and city planners facilitate the growth of attractive, dynamic, livable and highly innovative urban spaces? This presentation takes you into some of the findings and learnings from our work with innovation districts, clusters, innovation systems and smart livable cities.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
The Digital Future: a game plan for consumer packaged-goodsAidelisa Gutierrez
The CPG industry is fast approaching a tipping point;
companies need to plan for a “1-5-10” market in the U.S.
over the next five years. The experience of other sectors
demonstrates that early movers often establish tough-totrump
positions and advantages.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
How do large companies focus on innovation, new technologies and ideas, and energize employees? Lessons from our own journey from the leader of our Strategic Innovations Group, EVP Karen Dahut.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Tax reform actually changes everything. We've never had a moment in which so much cash will be sitting on corporate balance sheets. The most strategic-minded executives will see this opportunity as a watershed moment to reevaluate how they allocate cash.
Digital vs. Traditional Marketing The Debate that Shouldn’t E.docxlynettearnold46882
Digital vs. Traditional Marketing: The Debate that Shouldn’t Exist
June 6, 2014 Jessie Gould
Content Marketing & Content Strategy, Mobile Marketing & Strategy
Really, it’s getting old.
It’s true that in the early days digital marketing was the wild child in the marketing world,
always experimenting with bizarre banner ads and keyword-stuffed webpages. In recent years,
however, the cards have flipped. It’s now popular to laud the accomplishments of digital
marketing and condemn traditional avenues as ineffective. In reality, neither perception is
correct. Here’s why.
Traditional marketing is still effective
Take a moment and imagine a billboard ad you’ve seen recently. Anything specific come to
mind? If so, you can rest assured that billboard advertising is alive and well. Now think of a
commercial, a magazine ad.
Contrary to what some marketers are shouting from the rooftops, traditional marketing is not
dying. In fact, it’s not going anywhere until paper, television, and commutes are no longer a part
of daily life. That’s assuredly a long time from now.
The marketing playing field is evening out. As digital rises in popularity, traditional is of course
taking a hit. That’s not to say that traditional will become irrelevant. Each medium has its unique
functions, able to reach different people in different ways.
Time to break down the walls
While traditional marketing isn’t dying, it is changing.
The division between digital and traditional is blurry at best, and arbitrary and unhelpful at
worst. Take an ad inside an ebook, for example. Is this traditional or digital? What about a
commercial that plays both on TV and before a YouTube clip?
It’s time to change the way we think about traditional and digital channels. One isn’t better or
more effective than the other; each has a role to play. Your goal as marketer is to determine what
roles those are and how to use them effectively.
The bottom line
If you’re trying to determine your budget for digital vs. traditional marketing, start with your
target audience. Where are they spending their time? Half of the battle is the message; the other
half is actually getting your message to your customers. Once you have found your audience, let
their preferred channels guide your budget decisions.
Stop thinking digital and traditional. Think customer service, and think results.
LaneTerralever is the agency of the future. A full-service agency is like a good mechanic, able to
utilize the right digital and traditional tools in any situation. See what we can do to get your
message to your audience and drive your bottom line.
HBR.ORG DECEMBER 2013
REPRINT R1312G
When Marketing
Is Strategy
Why you must shift your strategy downstream,
from products to customers by Niraj Dawar
This document is authorized for use only in Faculty's From Marketing Strategy to Execution - WMBA 6667/MRKT 6900-NEW course at Laureate Education - Baltimore, from Aug.
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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The Paradox of Scale
1. How big companies can innovate
in a world that favors the underdog
The Paradox
of Scale
2. Big Entrepreneurship
The way businesses need to organize and behave has
fundamentally shifted. Across industries, companies,
and organizational functions, we have heard many of the
world’s most innovative companies echo the same challenge:
businesses must urgently embrace a more nimble and
entrepreneurial approach in order to stay competitive.
We call this challenge of how big companies can leverage
scale while staying innovative “big entrepreneurship.”
This report aims to deconstruct some of the complex
challenges around big entrepreneurship and provide
actionable insights for business leaders.
Fahrenheit 212
Fahrenheit 212 is a global innovation strategy and design
firm. We define innovation strategies and develop new
products, services, and experiences that create sustainable,
profitable growth for our clients. We challenge the belief
that innovation is inherently unreliable and have spent the
last decade designing the method, building the model, and
assembling the minds to make innovation a predictable
driver of growth for our clients’ businesses.
www.fahrenheit-212.com | marketing@fahrenheit-212.com
@fahrenheit212 | #bigentrepreneurship
5Big Entrepreneurship
4. Today, the balance of power has irrevocably shifted from
big companies in favor of both smaller, nimbler upstarts
and consumers. This is being driven by competitive market
changes as well as significant new dynamics in consumer
preferences and behaviors. The following trends are tearing
away at the traditional benefits of being big while also
turning the tables to enable small companies to flourish.
Driving
Forces
3Big Entrepreneurship The Paradox of Scale
5. 4
Across categories, consumers are turning their backs on the
industry leaders. Campbell’s CEO, Denise Morrison, summed
up the state of affairs recently when she told analysts of the
“mounting distrust of so-called Big Food” and its impact on
their bottom line. From 2009 to 2014, $18 billion in sales
of consumer packaged goods have shifted from large to
small companies.
Consumers are losing
trust in big brands
Driving Forces
Big Entrepreneurship The Paradox of Scale
As of 2014, only 29% of
consumers said they believe
that name brands are better
quality products, down from
43% just two years prior.
6. 5
Today’s consumers are more willing to embrace the smaller,
local, and unique products and services that are tailored
to their tastes.
Consumers place more
value on being unique
Driving Forces
Big Entrepreneurship The Paradox of Scale
7. 6
Digital services as varied as Google Now
for intelligent recommendations, Flipboard
for tailored news, and Glow for data-driven
fertility advice all enable increased person-
alization. Consumers have come to expect
the companies they interact with to know
who they are and what they prefer. It’s a
move back to the day of the local shop-
keeper that knew your preferences,
powered by digital and the troves of data
available on us. In the age of what Forbes
has coined “me-commerce,” companies
capitalizing on personalization are
poised to win.
For the first time since Interbrand began
issuing their Best Global Brands Report
15 years ago, the top retail brand on the
list was a brand that mostly does not even
sell its own products. Ranking above Louis
Vuitton and H&M was Amazon, which
has an entire team dedicated towards
personalization and recommendations.
(At the time of writing this, there were
several openings in the personalization
and recommendations team.)
People desire more
personalized interactions
Driving Forces
Big Entrepreneurship The Paradox of Scale
8. 7
Technology has given small companies the
ability to punch well above their weight.
They can now conceptualize, fund, develop,
market, and sell their goods/services at a
pace and cost base the big companies simply
can’t match.
One look at the Pebble smartwatch reveals
how the nature of competition has changed.
After surpassing their Kickstarter fund-
raising goal of $500,000 in just 17 minutes,
they went on to raise $20 million for their
latest watch, Pebble Time.
The Pebble Time project will
show that the real power
and utility of our platform
is not in money; it’s in
community and distribution.”
Yancey Strickler, CEO, Kickstarter
“The truth is that Kickstarter, in addition
to being a fundraising platform, has
also become a mega marketing platform
for product companies. Add to that the
principles of lean and iterative product
development that many small companies
are able to integrate, the speed and agility
at which today’s new competition can enter
the market is faster than ever before.
The ankle biters are
becoming serious competition
Driving Forces
Big Entrepreneurship The Paradox of Scale
9. 14
Business strategies are
rapidly evolving
Driving Forces
Big Entrepreneurship The Paradox of Scale
Here it’s important to consider two points. First, consumer demand
for videos didn’t fundamentally change. The movies people rented
from Netflix were the same ones they bought from Blockbuster.
Second, streaming videos was not unique to Netflix; in fact,
consumers could stream videos from Blockbuster in 2008. What
changed was that Reed Hastings made a strategic decision to go
all-in on streaming. He knew the decision would hurt Netflix badly
(leading to a 77% drop in stock price the 4 months after spinning off
the DVD service), but he was betting on the fact that it would crush
Blockbuster because their traditional advantages—retail network,
inventory, sales staff—would quickly become unsustainable
liabilities. It was a brilliant move that shows how quickly small
companies can make the size of big companies work against them.
Across many industries, access has begun to supersede
ownership. Companies ranging from Spotify to Lending Club
to Task Rabbit have shown how businesses that enable the
sharing, borrowing, and “renting” of goods and services can
create major competitive advantage in markets where the
established leaders are burdened by high fixed costs, legacy
technology, and organizational structures designed for the
traditional competitive dynamic.
A now classic example is Netflix. As late as 2008, former
Blockbuster CEO Jim Keyes stated that Netflix was not “even on
the radar screen in terms of competition.” And yet within 2 years
Blockbuster was bankrupt and Netflix was on pace to acquire
over 65 million global streaming subscribers.
10. Given this dynamic commercial and consumer environment,
it is little surprise that big companies are facing a situation
in which their scale has been transformed from a killer
asset into a real liability. So the real question is: as a big
company, how can you take action in a way that gives you
a good chance of succeeding? More specifically, in a world
that favors the underdog and where change is inevitable,
how can you embrace a new, more nimble approach while
still harnessing your inherent scale?
9
Taking
Action
9Big Entrepreneurship The Paradox of Scale
11. 10
As a big company, it’s imperative to identify growth opportunities that meet
two equally important criteria:
They are big and sustainable. Scale can be leveraged as an advantage when
the opportunity is a big and meaningful undertaking.
They are winnable. Chasing opportunity simply because it’s big or wide-open
can be a fool’s errand.
A compelling example of a company that has identified and invested against a
big, sustainable, and winnable core is Patagonia. Outdoor apparel companies
all lean on the consumer promise of exceeding quality: high performance, built
for the extreme. Patagonia’s promise is to build products that last — so that
consumers can have fewer, but longer-lasting things.
This commitment to do better by consumers and the environment is deeply
embedded into the organization. From their “Ironclad Guarantee” on their
products to becoming a certified B-Corporation in 2012, Patagonia continues
to invest in their mission in products that are made with the environment in
mind. The results of their commitment to transparency and environmentalism
have tripled profits since 2008.
Identify meaningful
growth opportunities
01
Big Entrepreneurship The Paradox of Scale
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
03
02
04
05
07 Recognize innovation for
the experiment that it is
06 Appoint a champion
12. 11
Identify meaningful
growth opportunities
Develop a strategy
that provides real
competitive advantage
01
02
Once you know where you can win, it’s essential to develop a strategy that
will give you a distinct advantage. Although this seems intuitive, it’s often
over-looked. Companies often chase growth for growth’s sake without
thinking about ways to create defensibility. And in today’s hyper-competitive
marketplace, that’s a counter-productive exercise because you’re simply
providing the roadmap for fast-followers.
To achieve truly valuable growth, you need an Innovation Strategy that is
designed to serve as the foundation for the business, inspire innovations and
set the new initiative up for sustainable, profitable growth.
At Fahrenheit 212 we take an approach that’s inspired by a core tenet of
value investing; namely, that the key to truly valuable growth is to identify
your defensible, profitable core, invest against it, and build competitive
barriers around it.
As such, it becomes the mechanism for making critical choices, establishes a
clear value proposition for the business and provides the inspiration for the
development of innovation.
Big Entrepreneurship The Paradox of Scale
Create discrete but
complementary platforms
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
03
04
05
07 Recognize innovation for
the experiment that it is
06 Appoint a champion
13. 12
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
03
02
Identify meaningful
growth opportunities
01 In order for big companies to create internal alignment and support, the
strategy needs to translate into evergreen platforms that become the
foundation for innovations over time.
Every innovation should be a new manifestation of the strategy that deepens
and expands the relationship with your customers—like the unfolding chapters
in a book. This helps with internal planning and focus, it enables you to stay
ahead of the competition (i.e., when they copy you, you are already taking the
next step) and it makes scale an advantage because each new initiative expands
and deepens the unique value you’re creating in the market, thereby
reinforcing barriers to entry.
Big Entrepreneurship The Paradox of Scale
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
04
05
07 Recognize innovation for
the experiment that it is
06 Appoint a champion
14. 13
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
03
02
Identify meaningful
growth opportunities
01 Since inception, Amazon has leveraged
technology to create new waves of discrete yet
inter-related platforms of innovation. They
didn’t stop by simply taking books online.
They created new value for the consumer
through their personalization algorithm, they
repurposed their backend storage capabilities
to open up a complimentary B2B revenue
stream that’s now worth over $1.2B, and they
launched a loyalty program in Amazon prime
that’s created significant lift in the lifetime value
of their customers (the average Prime member
spends $1,500 as opposed to $625 per year
for non-Prime members). In each case, the
platforms reinforced Amazon’s core strategy
but created new, discrete types of value that
drove their topline and insulated them from
competitive encroachment. Said another way,
they made their scale matter.
Big Entrepreneurship The Paradox of Scale
Create innovations that
solve a two-sided problem
05
07 Recognize innovation for
the experiment that it is
06 Appoint a champion
Apply a portfolio
approach to funding
04
15. 14
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
03
02
04
Identify meaningful
growth opportunities
01 Often times, CEOs hesitate to fund innovation because it’s perceived as a very bad
bet: it’s unpredictable, requires investment in initiatives that sit outside the core
of the business, can become a distraction, and the vast majority of innovations fail
within the first two years of launch. But with the rising power of the underdogs,
the very things that made innovation a potentially irrational choice for traditional
firms now actually make it a very smart use of capital.
When thinking about risk, it’s important to remember innovation has offensive and
defensive benefits. On the offensive side of the playbook, it provides the potential for
disproportionately high returns that could compliment the existing revenue drivers,
it create synergies with the core business and can open new avenues of growth.
Defensively, innovation serves as a hedge against the potential negative impact
of an unanticipated threat knocking the core business off its axis. Therefore, the
decision to fund an innovation needs to be based on more than just the obvious risk
associated with the up front investment. It needs to involve an honest assessment
of the risk of not investing. Because in today’s dynamic markets, it’s safe to assume
two things. First, if you’ve identified a meaningful opportunity for growth, you’re
likely not alone. Second, there’s a very good chance your current and potential
competitors don’t view the corresponding risk exactly the same way that you do.
Big Entrepreneurship The Paradox of Scale
Create innovations that
solve a two-sided problem
05
07 Recognize innovation for
the experiment that it is
06 Appoint a champion
16. 15
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
03
02
04
05
Identify meaningful
growth opportunities
01 Once the growth opportunity areas, competitively defensible strategies,
and consideration for the risk of investing (and not investing) have been
defined, it’s important to create innovations that solve for the consumer and
the business simultaneously. These two-sided innovations are critical for
the success of these investments and minimizing risk of innovation failure.
A great idea that the business can’t support or a good business decision that
consumers don’t want will either never hit the market or quickly fizzle out.
Run a two-sided methodology that from day one looks at the problems
of both constituencies that count—the consumer and the business—to
build ideas that marry up an answer for each. Working this way, you
can develop ideas that deliver big value to both sides of the equation
while also ensuring necessary questions get answered up-front.
Big Entrepreneurship The Paradox of Scale
06 Appoint a champion
07 Recognize innovation for
the experiment that it is
17. 16
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
Appoint a champion
03
02
04
05
06
Identify meaningful
growth opportunities
01 As any entrepreneur knows, developing a successful innovation
requires total commitment. Therefore, it’s essential that the company
appoints a champion to lead any new innovation project. Enabling
innovation to thrive requires experience driving these innovations
from conceptualization to commercialization and a direct line to
company leaders so that the innovation is aligned with corporate
strategy and supported from the top. The more tightly aligned the
innovation champion’s personal and professional aspirations are
with the success of the innovation, the more likely it is to succeed.
Big Entrepreneurship The Paradox of Scale
07 Recognize innovation for
the experiment that it is
18. 17
03
02
04
05
06
07
01 By definition, a real innovation pushes outside the core business. Therefore,
it can’t accurately or effectively be measured using the traditional metrics.
The system should be based on the measurement of KPIs that reflect the
strategic role within the portfolio and it should enable the company to
uncover and quickly reapply insights.
Learning fast—from successes and failures—gives the company the ability to
course correct the innovation’s development. It also provides insights that
can help strengthen the core business and translate it across the company.
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
Appoint a champion
Recognize innovation for
the experiment that it is
Identify meaningful
growth opportunities
Big Entrepreneurship The Paradox of Scale
19. 18
In hospitality, the rules of engagement are changing faster than most large
companies are equipped to react to efficiently. Marriott was looking for an approach
that would enable them to remain relevant to future generations of travelers by being
more nimble and entrepreneurial as an organization. The opportunity to transform
Marriott’s entire food and beverage (F&B) offering—from how it was sourced, staffed,
executed, and run—went hand-in-hand with transforming Marriott’s appeal with
Millennials.
We helped Marriott develop an innovation platform, CANVAS. It is a global incubator
which brings together Marriott’s strengths and resources in F&B with the vision and
talent of passionate young chefs, bartenders, and entrepreneurs. Using Marriott
properties as incubators for local F&B experiences, they began to shift how and from
whom F&B concepts are sourced around the globe—all with the goal of making the
process more efficient, less costly, and more nimble.
03
02
04
05
06
01
Create discrete but
complementary platforms
Develop a strategy
that provides real
competitive advantage
Apply a portfolio
approach to funding
Create innovations that
solve a two-sided problem
Appoint a champion
Identify meaningful
growth opportunities
Big Entrepreneurship The Paradox of Scale
07 Recognize innovation for
the experiment that it is
We wanted to try something from the bottom up, asking entrepreneurially
minded individuals who had worked in our hotels or who were part of the
local community to come up with new ways to do things.”
Wolfgang Lindlbauer, Chief Discipline Leader, Global Operations at Marriott International
“
* In full disclosure, Marriott International is a client of Fahrenheit 212
20. Key considerations
for big companies
Have you identified
sustainable, winnable
growth opportunities?
Do you have platforms
that will ground and
inspire the innovations
going forward?
Are you set up to
defeat the underdog?
Have you considered
the risk of investing
versus not investing in
innovation?
Do you have a champion?Are the innovations in
the pipeline solving the
two-sided problem?
Are you managing
innovation like the
experiment that it is?
01 0302 04
05 0706
19Big Entrepreneurship The Paradox of Scale
21. The Paradox of Scale
Incubating Innovation
Winning the Next Generation
of Innovators
The Rising Billion
The Chief Innovation Officer,
Redefined
Big Entrepreneurship
01
02
03
04
05
26Big Entrepreneurship The Paradox of Scale
As Managing Partner and Chief Growth Officer at Fahrenheit
212, Pete is responsible for driving growth for the firm and
our clients’ businesses. With over 20 years spent working with
Fortune 500 companies and private equity firms on a wide
range of growth projects, Pete knows what it takes to create real
innovation for companies and drive change in the marketplace.
Since helping to launch the firm in 2005, Pete has been involved
in more than 200 projects. Pete is committee to driving innovation
across the corporate landscape and is a well respected thought
leader. An active speaker, lecturer, and writer, Pete has been
featured in publications including the Wall Street Journal,
Financial Times, Harvard Business Review, Fast Company,
Private Equity International, and Inc.
About the author
Pete Maulik
Managing Partner, Chief Growth Officer
pmaulik@fahrenheit-212.com
23. Flickr, “Taxi Barn” https://www.flickr.com/photos/fattytuna/
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com/2015/06/08/business/dealbook/protections-for-late-investors-can-inflate-start-up-valuations.html
Integer, “The Checkout Issue 1.2010” (2010) http://whitepaper.integer.com/the-checkout-issue-1-2010-name-brands-
vs-private-label/
Integer, “The Checkout Issue 3.2014” (2010) http://whitepaper.integer.com/the-checkout-issue-3-2014-private-label-
edition/
Statistia, “Forecast for CAGR of the Global Leading Food Retailers” (2015)http://www.statista.com/statistics/240553/
forecast-for-cagr-of-the-global-leading-food-retailers/
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retailers-
Fortune, “Campbell Soup CEO says distrust of ‘Big Food’ a growing problem” (2015) http://fortune.com/2015/02/18/
campbell-soup/
Advertising Age, “Big Food’s Big Problem: Consumers Don’t Trust Brands” (2015) http://adage.com/article/cmo-
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Flickr, https://www.flickr.com/photos/nanpalmero/
Amazon, “Available jobs in Personalization and Recommendations,” http://www.amazon.jobs/team/personalization-
and-recommendations#jobresults
Pebble Time Kickstarter Campaign, https://www.kickstarter.com/projects/597507018/pebble-time-awesome-
smartwatch-no-compromises/description
Medium, “A Pebble in Apple’s Shoe” (2015) https://medium.com/backchannel/time-bandit-pebble-s-new-weapon-in-
its-battle-with-apple-and-android-watches-6e6f4cc6d372#.zaipssz5b
The Motley Fool, “Blockbuster CEO Has Answers” (2008) http://www.fool.com/investing/general/2008/12/10/
blockbuster-ceo-has-answers.aspx
CNET, “Amazon Prime members spend hundreds more than nonmembers” (2015) http://www.cnet.com/news/amazon-
prime-members-spend-hundreds-more-than-non-members/
Fast Company, “Inside Marriott’s attempt to win over millennials” (2015) http://www.fastcompany.com/3047872/
innovation-agents/inside-marriotts-attempt-to-win-over-millennials
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