Innovation

What does the ascendance of a new generation of straight-to-consumer disrupters tell us about how innovation is evolving? What are the sources of disruption that every company must monitor? Is disruption always the right strategy — or not? And why have companies not gotten better at solving the innovator’s dilemma two decades after Christensen first helped us understand how disruption occurs?

The answers to these questions and more lie in this exclusive collection.

Leading through difficult times requires agility to leverage the turbulence around you.

COVID-19’s impact on in-person work and global value chains may slow down innovation, too.

The race to develop treatments and a vaccine for COVID-19 highlights the value of repurposing solutions.

External innovation is a way to broaden your portfolio, not a substitute for internal innovation.

We’ve known for decades what causes disruption. So why are companies still so vulnerable?

Recruiting women directors can pave the way for long-term support of innovation and creativity.

Companies can no longer wait for traditional education to supply the skills needed for the future.

This guide, a compilation of insights from MIT SMR, gives leaders a range of perspectives on why disruption is so hard to cope with, and what they can do to both respond and create disruption in their own industries. From business model creation to leadership skills required, the guide offers a series of coping mechanisms for disruption challenges.

Large companies have found that applying the principles of lean is more complicated than expected.