Innovation

Managers must seek and cultivate new skills in the IT workforce to create digital business value.

Past pandemics changed the course of history, but our knowledge economy may limit the impact of COVID-19.

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.