Disruption

Disruptive Innovation Borders

7 Lessons From How Borders Group Failed To Unsettle Disruption

And how companies should take the competition seriously and be willing to make changes when necessary. Falling off a perch is not a pleasant feeling for an individual or a company. However, falling is a trait among warriors, and rising after a fall is a hobby for champions. For this to happen, an individual or a company needs to be sitting right up to the pile of all other competitors for several years to lose track and fall so hard that the company usually ends up in a bankruptcy file. I love bookstores, and visiting Borders at its time was

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Here’s how incumbents welcome disruptive innovation to come out stronger

In 2007, I was in charge of building the three years strategic plan for a double a company that boasted double-digit growth for more than 10 years thanks to its hardware technology. The technology in question was getting commoditized by Chinese manufacturers. Soon, the trends changed and favored an approach dominated by software. Sounds familiar? Many industries have been affected by digitalization, and this is not going to stop any time soon. So, the strategic challenge was how to prepare for such disruptive forces while protecting the company position, revenue, and brand. This transformation should be combined with an understanding

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5 most common jobs-to-be-done challenges and how to pave the way for successful disruption

As we have seen in previous disruption posts, companies such as Blockbuster, Kodak, Blackberry, Nokia, customer Jobs-to-be-done was the hard-learned lesson that product managers, developers, marketers, and innovators need to adopt to enter a new paradigm about the real meaning of value-for-customers. The value of a product is not about the physical features only. Instead, it is the ability of what the product does for the end-customer. Hence, it is the need of the hour that innovators start producing products that help customers achieve their goals and objectives; in other words, make their lives better. ’Jobs To Be Done’ provides a way of understanding

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Honing on Jobs-To-Be-Done? lead your way into disruptive innovation

“People don’t simply buy products or services; they hire them to make progress in specific circumstances.” Clayton Christensen During the pandemic lockdown, we adopted a dog. The newcomer spent hours trying to catch the little lizards in the garden without any luck. I guess he could wish for an easier or faster way to catch them, but he enjoyed the journey. I remember the last time we had a lizard in the house. I took some paper and Tupperware and caught the lizard to put it safely back in the garden. As we live in a rural area and this

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How Disruptive Innovation is changing the face of new business strategies?

In the current uncertain times, many companies face the test of redefining their strategy in a short time frame, not even weeks but days. This redefinition had become the only solution to economic pressure and the way the consumer has started to think. Getting a better understanding of disruptive innovation will help you define your new strategy of becoming a disrupter or avoiding being disrupted or better scanning different opportunities and path your way to what’s next. Not easy to answer, how to put together technology, customer value and experience, new business models and value chain models, and an out

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If you want to go fast, go alone. If you want to go far, go together. Howard teaches us how to transform a company from the inside!

Last month, I had a great opportunity to interview Howard who shared his passion for finding new ways of doing things, innovation, and continuous learning. The keys to his success as a change agent by helping others to grow. Howard works in one of the largest insurance and asset management companies in Europe. His company was part of a well-known financial group that spin-off its insurance and asset management business in 2014. After the 2008 financial crisis, Howard’s company has been facing changing market conditions not to mention the recent pandemic. First, the amount of regulation increased considerably, which bloated

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7 ways the face of retailing is changing during COVID-19 times

We keep talking about being customer-centric, and retail is where the rubber hits the road, as it used to be the place where products meet real customers. This highly fragmented industry represented in 2019 more than $26 trillion worldwide sales. If we go back 200 years, all retail was a small “mom-and-pop store” business. Their “Good Morning Madame Smith” business model was based on customer intimacy. The merchants knew their customers by name, made recommendations on what they might want to buy, and extended credit. Then, at the beginning of the 19th century, a new business model was introduced by department stores

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10 key strategies to help entrepreneurs fight through the COVID-19 crisis

Just a few days into the lockdown, I got a call from Sophie, she was furious and frustrated as she has been working for the last year to develop a wonderful “atelier” to share her passion for handcrafts. Her place was just launched in January, but after less than 1 month of operations, everything was suddenly stopped. On another side, there was a touch of mixed feelings as she was also thankful to be safe at home with her family in these uncertain times. During the first two weeks of the lockdown, Sophie was dumbstruck, as a solo entrepreneur she

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6 heart-wrenching lessons from companies that failed to handle disruption

Falling off the perch is not a nice feeling as an individual or a company. However, falling is a trait of warriors and rising after a fall is a hobby for champions. For this to happen, an individual or a company needs to be sitting right up to the pile of all other competitors for a number of years to lose track and fall so viciously, that the fall usually ends up in a bankruptcy file. For a new business, there can be a number of reasons causing disruptions, however, a seasoned business is not easily brought to the ground. Let’s

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The Inner side of Intrapreneurship Series

I still remember that day 12 years ago, when the team was in that meeting room waiting for the announcement “the project will stop here”. We all had some mixed feelings of nostalgia and frustration, but at the same time, we were proud of our achievements. In 3 years, we had developed a new offer from scratch, we built a disruptive model of services within Hardware Company. We succeeded in creating a network of distributors which enabled us to launch and sold the product in 4 countries and at the end, we had more than 100K subscribers and overall we

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