CHAPTER SEVEN IS YOUR ORGANIZATION CAPABLE OF DISRUPTIVE GROWTH?
Who should we chose to run new-growth businesses? Which organizational unit in the company will do the best job of building a successful growth business around this particular idea, and which units will likely botch it? What is the best way to structure the team that develops and launches this product? When is creating an autonomous organization important for success, and when is it folly? How can we predict precisely what an organizational unit is capable and incapable of accomplishing? How can we create new capabilities?
A surprising number of innovations fail not because of some fatal technological flaw or because the market isn’t ready. They fail because responsibility to build ...
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