Most companies are leaving significant margin on the table — not because their products lack value, but because their pricing systems fail to capture it. This article explains the framework that closes the gap, and follows one team at AeroVision Systems as they apply it in the field.
This case examines how Komori's Second Foundation strategy turned 80 years of film science into four monopoly-grade businesses.
Operational excellence may be replicable, strategic, and adaptive. Christensen asks the harder question: can it survive when disruption destroys the product category itself?
The Innovator's Dilemma is the most influential strategy book of the past three decades. It is also the most misunderstood, the most misapplied, and — in certain crucial respects — the most incomplete.
Intel is not a company that has lost its way. It is a company in the middle of redefining what it is — simultaneously an IDM, a contract foundry, and a national industrial asset.