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Ivey Business School (Canada)
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Leading Disruptive Innovation
Soren KaplanArticle IVEY-9B12TD04-EStrategyIn today’s complex world, having a disruptive innovation capability is mandatory, both for growing a business and protecting existing markets. Though disruptive innovation transforms and creates markets, many of today’s executives rise through the ranks of management, where predictability is valued, and therefore lack the ability to lead disruptive innovation. This article highlights the key dynamics involved in leading disruptive innovation and ...Starting at €8.20
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Frugal Innovation: The Key to Penetrating Emerging Markets
Kaushik MukerjeeArticle IVEY-9B12TD05-EStrategyMany companies want to enter emerging markets, but this requires changing their approach to innovation. Rather than innovating for Western consumers who want advanced product features, here they must innovate for the bottom of the pyramid. The first key factor in frugal innovation is affordability, and many firms have turned profits even when selling products at a fraction of normal prices. A second major success factor is understanding target cu...Starting at €8.20
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Creating Competitive Advantage Using Big Data
Peter C. BellArticle IVEY-9B13TC01-EStrategyAnalytics is often seen as a threat by senior managers, yet good analytics can inform decision makers and lead to better decisions. Senior executives are likely to react negatively if their deeply held intuition is challenged by results derived from data that use analytics that they do not understand. However, a manager’s job is enriched when it changes from an operations-level, decision-making function to a role in which a complex system is supe...Starting at €8.20
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Six Signs That Your Innovation Program is Broken
Rita Gunther McGrathArticle IVEY-9B13TC04-EStrategyThe innovation function — the starting point for creating new advantages — is ineffective in most companies. Warning signs that an innovation process is broken can be grouped into six categories. 1. Innovation is episodic. Innovation should be continuous and systematic, yet it is often downsized during a company’s financial struggles and is sometimes suppressed if a new idea threatens existing business models. 2. The innovation process is invente...Starting at €8.20
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How to Leverage the Intelligence of the Crowd to Drive Exponential Change
Cheesan ChewArticle IVEY-9B13TD03-EStrategyThe rate at which data and ideas are collected, viewed, and commented on is faster than ever due to the quick pace of technology innovation. With hundreds of platforms ranging from corporate open innovation to niche platforms, the value and success of individuals coming together to solve problems is well established. This article suggests five ways to leverage the principles of crowdsourcing to create a lasting impact within organizations: 1) Fro...Starting at €8.20
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Stopping CEO Pay Escalation at Canada's Big Banks
Patrice GelinasArticle IVEY-9B13TE05-EStrategyInflation-adjusted CEO pay at Canadian big banks has nearly quadrupled since the early 1990s, leaving many observers outraged. The author suggests a benchmark for CEO pay at Canadian big banks that would effectively halt the ongoing pay escalation while allowing banks to stay competitive. He recommends that annual grant-date target total CEO pay should remain flat at $10 million until it is indexed to 100 times the median Canadian family income (...Starting at €8.20
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10 No-Cost and Contrarian Solutions to Canada's Innovation and Productivity Challenges
Mark HollingworthArticle IVEY-9B13TE06-EStrategyOne effective technique that a company can use to encourage innovative thinking is to imagine what it might have to do if its assumptions (e.g. about customer needs, costs and product design) are no longer valid — that is, to use “contrarian assumptions.” This article proposes ten no-cost, contrarian ideas that firms and individuals can apply to improve innovation and productivity. 1) Innovation is something everyone should strive for in their pr...Starting at €8.20
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Service Complexity and the Perils of Productization
Barry Cross; Julie PaquetteArticle IVEY-9B14TA04-EStrategyThis article explores how service-company attempts to win market share by offering numerous customer options can be counterproductive and can create consumer anxiety. The authors research the product offerings at major North American banks and find a large range between one bank offering four credit cards and another offering 29. They define “productization” as when service organizations add value by providing products that complement their servi...Starting at €8.20
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Why Canada Should Adopt Mandatory Say-On-Pay
David Fraser; Darren HendersonArticle IVEY-9B14TA05-EStrategySay-on-pay votes give shareholders a valuable opportunity to express their views on executive compensation. The goal of say-on-pay is to increase the accountability, transparency and performance linkage of executive pay and improve communication between shareholders and boards of directors. Among major Western nations, Canada is an outlier in not having adopted mandatory say-on-pay. About 60 per cent of Canada’s 100 largest companies have adopted...Starting at €8.20
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Big Data and Analytics: Go Big or Go Home
Christian Hagen; Khalid KhanArticle IVEY-9B14TD01-EStrategyThis article discusses the manner in which analytics-savvy companies achieve competitive advantage using Big Data. The LEAP study surveyed 430 companies around the world from a wide range of industries. Respondents were clustered into leaders (10 per cent), explorers (32 per cent), followers (38 per cent) and laggards (20 per cent). To date, only leaders have attained the analytic competency needed to significantly impact business results. Leader...Starting at €8.20