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An Innovator’s Midsummer Dream Come True

July 5, 2018 • INNOVATION, SPECIAL FEATURES, Business Model, Emerging Ideas, Future of Business, Strategic Spotlight • • Comments (0)

By Ulrich A.K. Betz , VP, Head of Innovation and Entrepreneurship Incubator, Merck   Organisations are eagerly looking for new ways to boost their innovation capabilities and open innovation is a widely accepted paradigm to achieve this goal. The Merck Innovation Cup is a new open innovation concept that brings together bright young talent and

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The Right Business Model At The Right Time

January 20, 2018 • INNOVATION, Business Model, Transformation • • Comments (0)

By Adam Bock and Gerard George The combination of globalisation, Moore’s law and ubiquitous information have transformed industries into fluid, rapidly-changing landscapes. Today’s competitor is tomorrow’s partner and next year’s customer. In this

Fun & Games: Business Models for Innovation

November 10, 2017 • STRATEGY & MANAGEMENT, INNOVATION, Global Business, Business Model, Emerging Ideas • • Comments (0)

By Gregory Gimpel While many brilliant ideas come from start-ups with unsustainable business models, well-established firms suffer from an inability to innovate, especially in regulated industries. The innovation paradox can be overcome by applying the right

How High-End Disruption Completes the Disruptive Innovation Model

March 7, 2017 • INNOVATION, Business Model, Emerging Ideas • • Comments (3)

By Juan Pablo Vazquez Sampere Why don’t we have an integrated mechanism of entrepreneurship to consistently make new companies successful? Turns out that the Disruption experienced in the 20th century (cars, planes…) was fundamentally different from

After After-Sales: New Business Models Tempt, Fail Industry

January 27, 2017 • STRATEGY & MANAGEMENT, MBA & Executive Education, Global Business, Marketing & Consumers, Business Model • • Comments (0)

By Olaf Plötner The after-sales-based business models of industrial enterprises are endangered. Simultaneously, modern data-based technologies enable the development of complex service solutions – so called business models 4.0. Olaf Plötner, Dean of

A Primer on Theoretically Exploring the Field of Business Model Innovation

January 20, 2017 • STRATEGY & MANAGEMENT, INNOVATION, Global Business, Business Model, Future of Business • • Comments (1)

By Oliver Gassmann, Karolin Frankenberger and Roman Sauer Companies like Amazon, Uber, and Skype have become business strategy icons and the way they transformed industries can hardly be explained with classic strategy research. This article explores the

A New Model for the Future of Customer Relationships

December 1, 2016 • STRATEGY & MANAGEMENT, Marketing & Consumers, Business Model, Editors' Pick • • Comments (0)

 By Yoram (Jerry) Wind and Catharine Hays, with Alexa de los Reyes The fundamental relationships among brands, media, and people are being transformed at an unprecedented rate, necessitating a new definition of customer relationships. This article offers

What causes managers to change their business model?

November 27, 2016 • STRATEGY & MANAGEMENT, Global Business, Business Model, Strategic Spotlight, Transformation • • Comments (1)

By Tina Saebi, Lasse Lien and Nicolai Foss Business models define how companies create, deliver and capture value. But business models are not static – they need to be adapted to changing conditions. This article discusses what causes managers to change

Creative Strategy and the Business of Design

September 22, 2016 • STRATEGY & MANAGEMENT, Marketing & Consumers, Business Model • • Comments (1)

By Douglas Davis Creatives get various demands and design requests from clients, but there’s this exact same request hidden in all of it: “Solve my problem.” In this article, Douglas Davis explains the need to explore the words behind the pictures and

The Bumpy Road to Business Model Innovation: Overcoming Cognitive and Organisational Barriers

September 21, 2016 • INNOVATION, Business Model, Emerging Ideas • • Comments (1)

By Nicolai Foss & Tina Saebi Although proven that innovating a company’s business model can significantly increase performance, a majority of companies fail to do so. The authors discuss the various cognitive and organisational barriers that impede

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