Chapter 3
No shortcuts
‘The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that [the processes and business model] that make them good at the existing business actually make them bad at competing for the disruption.’
Clayton Christensen
Business models hold endless promise.
Entrepreneurs use new business models to bring innovations to market. Venture capitalists know that a viable business model facilitates rapid growth. CEOs need business models at large firms to adapt to technological and socio-demographic change. Smart policymakers recognise that business models underlie long-term economic development, job growth and even effective provisioning of government services.
The good news is that ...
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