Lifeboat Foundation

For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents.

In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory.

They start by clarifying what classic disruption entails—a small enterprise targeting overlooked customers with a novel but modest offering and gradually moving upmarket to challenge the industry leaders. They point out that Uber, commonly hailed as a disrupter, doesn’t actually fit the mold, and they explain that if managers don’t understand the nuances of disruption theory or apply its tenets correctly, they may not make the right strategic choices. Common mistakes, the authors say, include failing to view disruption as a gradual process (which may lead incumbents to ignore significant threats) and blindly accepting the “Disrupt or be disrupted” mantra (which may lead incumbents to jeopardize their core business as they try to defend against disruptive competitors).

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From cybersecurity to SaaS for restaurants, the key to running a successful business is selling a product that solves your clients’ real problems. — Anna

2022 in cybersecurity.

Most companies still view AI rather narrowly, as a tool that alleviates the costs and inefficiencies of repetitive human labor and increasing organizations’ capacity to produce, process, and analyze piles and piles of data. But when paired with “soft” inquiry-related skills it can help people ask better questions and be more innovative.

There are two distinct, yet related, paths to do this. 1) Use the technology to change the cadence and patterns of their questions: AI increases question velocity, question variety, and question novelty. 2) Use AI to transform the conditions and settings where people work so that questions that spark change — what we call “catalytic” questions — can emerge. This pushes leaders out of their comfort zones and into the position of being intellectually wrong, emotionally uncomfortable, and behaviorally quiet and more reflective, all of which, it turns out, promotes innovative thinking and action.

Page-utils class= article-utils—vertical hide-for-print data-js-target= page-utils data-id= tag: blogs.harvardbusiness.org, 2007/03/31:999.356809 data-title= AI Can Help You Ask Better Questions — and Solve Bigger Problems data-url=/2023/05/ai-can-help-you-ask-better-questions-and-solve-bigger-problems data-topic= Technology and analytics data-authors= Hal Gregersen; Nicola Morini Bianzino data-content-type= Digital Article data-content-image=/resources/images/article_assets/2023/05/May23_26_887787366-383x215.jpg data-summary=

Early adopters of AI in business should embrace this change and give it a big hug because those who don’t will lose a step.

ChatGPT-style AI tools that are limited to enterprise information are being considered. Here’s what that technology could mean for you and your organization.

The Microsoft founder has called time on Amazon’s business as we know it—saying A.I. will make the e-commerce giant obsolete.

Billionaire philanthropist Gates added the developer destined to win the artificial intelligence race will be the one which manages to create a personal agent that can perform certain tasks to save users time.

“Whoever wins the personal agent, that’s the big thing, because you will never go to a search site again, you will never go to a productivity site, you’ll never go to Amazon again,” he explained.

Elon Musk has ruled out the possibility of a winter for artificial intelligence, and hinted that the current boom is just beginning.

“There will not be a winter for AI, quite the opposite,” the business mogul tweeted on Sunday.

Musk’s tweet was in response to comments from Adam D’Angelo, the CEO of Quora, who said he expects to see “continual progress” from where AI currently stands all the way to artificial general intelligence (AGI) – without a period of time that feels like a “winter,” or downturn.

It is fireproof and produces 2,500 fewer tonnes of CO₂ in comparison to traditional buildings.

Singapore is now home to the largest wooden building in Asia. Named after the Greek goddess of Earth, Gaia is a 6-story structure inside the Nanyang Technological University (NTU) in Singapore. Students and the Nanyang Business School faculty will use the 43,500m square-meter facility.

Continue reading “Gaia: Asia’s largest wooden building sets new sustainable standard in Singapore” »