Sublime

There’s a tool that can help you test whether your deliberate strategy or a new emergent one will be a fruitful approach. It forces you to articulate what assumptions need to be proved true in order for the strategy to succeed. The academics who created this process, Ian MacMillan and Rita McGrath, called it “discovery-driven planning,” but it migh

The first followed creation of a new application for rigid disk drives: desktop computing, in which product attributes such as physical size, relatively unimportant in established applications, were highly valued.

“activity trap”:

when the same analytical and decision-making processes learned in the school of sustaining innovation are applied to enabling or disruptive technologies, the effect on the company can be paralyzing.

How to get a handle on customer needs is an unsolved mystery—and that mystery is killing innovation. Before a company can succeed at innovation, managers must agree on what a need is—and the types of needs that customers have. The key to solving this mystery lies in Jobs-to-be-Done Theory.

Clayton Christensen’s influential book on business strategy describes how new players in a market start with seemingly undesirable niche segments, which are ignored by incumbents while they are focusing on the most profitable segments and use cases.