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Rick Mueller Professor, United States
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A few days ago I was in a conversation with Adam Hartung, who observed brand managers are constrained, as a matter of practicality, to focusing exclusively on sustaining innovation. They normally don’t focus on entirely new, disruptive innovation.
The thought I explored with him was making brand managers responsible for making some portion of each year’s sales come from markets which are entirely new to that industry. And whether (or not) this would be a good way to incorporate innovation initiatives which would necessarily have disruptive potential.
I’d be curious to know whether you believe this might be an effective way to incorporate disruptive innovation into the development mainstream of large, multi-brand corporations. Or do you see other, better ways to incorporate disruptive innovation as part of the management agenda?
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Charles Alter Consultant, United States
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Getting Management Attention for Disruptive Innovation
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Rick Mueller Professor, United States
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To what Degree Might Productive Efforts (and Initiatives) Be Diluted Through Political Posturing and Infighting?
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jaymie
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Rick Mueller Professor, United States
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Eyal Policar Entrepreneur, Israel
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Rick Mueller Professor, United States
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Mark Fuller Director, South Africa
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Rick Mueller Professor, United States
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Rick Mueller Professor, United States
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Elizabeth Fowler Student (MBA), United States
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Rick Mueller Professor, United States
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Rick Mueller Professor, United States
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