"In most companies, innovation is the responsibility of the technical side of the organization. The research and development staff is supposed to come up with the cool new technologies, and the rest of the company takes them to market.Relaciono isto com "O elemento realmente diferenciador" e com "Lc, 10, 24"
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But that model doesn’t assure success, as the recent history of innovation shows. Betamax lost out to VHS. Macintosh, to a lesser degree, lost out to Windows. We still use color-TV standards from the 1940s, despite many initiatives to improve picture quality.
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Put simply, bad things can happen to good technology. And much of what can happen is due to the business model the company uses to commercialize the technology. This is the next wave in innovation: to innovate the business model that commercializes promising new ideas and technologies. Doing so is, for the most part, a simple process of trial and error. But at most companies it also requires the removal of some barriers to such innovation.
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What are those barriers? Perhaps the most basic is simply this: Companies get trapped by their own success. Once a company’s business model has proved effective, the tendency is to seek out additional opportunities that fit that model — and to play down any technologies that don’t fit that model.
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One problem is an organizational gap in most companies: Who is responsible for business-model innovation? It can’t be left to the chief technology officer and his or her staff alone; business-model innovation clearly requires leadership from the business side of the organization. Yet who within the company short of the CEO is responsible for the way the business creates value in its products and services and captures that value in the form of revenue from its customers?"
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Trechos retirados de "Why Bad Things Happen To Good Technology"
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