• Cracking the code of innovation

    August 19, 2013 | BothBrain® Innovation |

    Companies that are innovation leaders grow faster, enjoy greater employee loyalty, and are better at making and executing decisions. What do such companies know that their competitors don't? They build a system of innovation around five different components, ensuring they have the structure in

  • Are Today's Business Leaders Too Afraid of Risk?

    January 23, 2013 | BothBrain® Innovation | TIME Business & Money | Media mention

    Bain & Company Chairman Orit Gadiesh participated in the Davos panel "Leading through Adversity" by TIME. Gadiesh discussed innovation, clarifying that it "isn't just about ideas - it needs to make money.

  • Innovation in turbulent times

    May 31, 2009 | Strategy | Harvard Business Review

    Too few businesses have creative, right-brain types in leadership positions. That leaves innovation especially vulnerable to unwise cost cutting during hard times. Decisions about slashing versus retaining projects are made by analytic, left-brain leaders unsuited to evaluating innovation

  • The battle for China's good-enough market

    August 31, 2007 | Strategy | Harvard Business Review

    Between now and 2030, China will account for one-third of the world's GDP growth. Yet many multinationals are losing share in this critical market. To defend your China position and prevent local competitors from becoming global threats, consider entering China's "good-enough" space. By managing

  • Patenting for profits

    June 30, 2007 | Technology | Sloan Management Review

    Managing intellectual property rights used to be straightforward. A company produced great innovations, obtained as many patents as possible and exploited those patents in the marketplace. But the intellectual property world has changed argue the authors.

  • Building an innovation platform

    April 30, 2007 | Consumer Products | European Business Forum

    Consumer goods companies typically look to innovation to open new streams of revenue, stay ahead of competitors and justify price increases. But nine out of 10 innovations die in the pipeline, and about three-quarters fail after launch.

  • Innovation versus complexity: What is too much of a good thing?

    October 31, 2005 | Performance Improvement | Harvard Business Review

    What's the number of product or service offerings that would optimize both your revenues and your profits? For most firms, it's considerably lower than the number they offer today. The fact is, companies have strong incentives to be overly innovative in new product development. But continual

  • It takes systems, not serendipity: A blueprint for building a disruptive-innovation engine

    October 31, 2002 | Fundamentals of Growth | Ivey Business Journal

    Management in established companies may lack the zeal and fevour of their counterparts in start-ups. But by embracing disruptive innovation, managers in incumbents can make even near-behemoths as nimble and fertile as any venture-capital backed start-up.

  • Building an Innovation Engine

    September 30, 2002 | Fundamentals of Growth | European Business Forum

    Disruptive innovation enables companies to do business in ways they never could before, but its turbulent track record promotes skepticism among managers. New research shows how to harness its strategic value for the long-term by following a three-step blueprint.

  • Open-market innovation

    September 30, 2002 | Fundamentals of Growth | Harvard Business Review

    Companies in many industries are feeling immense pressure to improve their ability to innovate. But executives know that the best ideas aren't always coming out of their own R&D labs. That's why a growing number of companies are exploring the idea of open-market innovation—an approach that uses