• Cite/Export
  Cite/Export

  Copy a citation

  APA (6th ed.)

  

  Chicago (Author-Date, 15th ed.)

  

  Harvard (18th ed.)

  

  MLA (7th ed.)

  

  Turabian (6th ed.)

  

  Export a citation

  Export to RefWorks   Export to EndNote / Reference Manager   Export to EasyBib   Cancel

  Note: Citations are based on reference standards. However, formatting rules can vary widely between applications and fields of interest or study. The specific requirements or preferences of your reviewing publisher, classroom teacher, institution or organization should be applied.
• Print
• E-mail
  E-mail

  All fields are required.

  The E-mail Address(es) field is required. Please enter recipient e-mail address(es).

  The E-mail Address(es) you entered is(are) not in a valid format. Please re-enter recipient e-mail address(es).

  You may send this item to up to five recipients.

  Enter recipient e-mail address(es): Separate up to five addresses with commas (,)

  The name field is required. Please enter your name.

  Enter your name: The subject field is required. Please enter the subject. Subject:

  The E-mail message field is required. Please enter the message.

  E-mail Message: I thought you might be interested in this item at http://www.worldcat.org/oclc/112272572 Title: Building breakthrough businesses within established organizations. Publisher: ISBN/ISSN: 0017-8012 OCLC:112272572

  
  

  The ReCaptcha terms you entered were incorrect. Please try to match the 2 words shown in the window, or try the audio version.

  Cancel
• Share
• Permalink
  Permalink

  Copy this URL to link to this page:

• Write a review
• Rate this item:
• • 1
  • 2
  • 3
  • 4
  • 5

Building breakthrough businesses within established organizations.

Author:	V Govindarajan; C Trimble
Edition/Format:	Article : English
Publication:	Harvard business review, 2005 May; 83(5): 58-68, 152
Database:	From MEDLINE®/PubMed®, a database of the U.S. National Library of Medicine.
Other Databases:	ArticleFirst
Summary:	Many companies assume that once they've launched a major innovation, growth will soon follow. It's not that simple. High-potential new businesses within established companies face stiff headwinds well after their inception. That's why a company's emphasis must shift: from ideas to execution and from leadership excellence to organizational excellence. The authors spent five years chronicling new businesses at the New York Times Company, Analog Devices, Corning, Hasbro, and other organizations. They found that a breakthrough new business (referred to as NewCo) rarely coexists gracefully with the established business in the company (called CoreCo). The unnatural combination creates three specific challenges--forgetting, borrowing, and learning--that NewCo must meet in order to survive and grow. NewCo must first forget some of what made CoreCo successful. NewCo and CoreCo have elemental differences, so NewCo must leave behind CoreCo's notions about what skills and competencies are most valuable. NewCo must also borrow some of CoreCo's assets--usually in one or two key areas that will give NewCo a crucial competitive advantage. Incremental cost reductions, for example, are never a sufficient justification for borrowing. Finally, NewCo must be prepared to learn some things from scratch. Because strategic experiments are highly uncertain endeavors, NewCo will face several critical unknowns. The more rapidly it can resolve those unknowns--that is, the faster it can learn--the sooner it will zero in on a winning business model or exit a hopeless situation. Managers can accelerate this learning by planning more simply and more often and by comparing predicted and actual trends.  Read more...
Rating:	(not yet rated) 0 with reviews - Be the first.
Search this publication for other articles with the following words: