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005    20240129213017.0 
006    m     o  d         
007    cr cn||||||||| 
008    161110s2016    xx      o     000 0 eng d 
024 8  53863MIT58123 
029 1  AU@|b000067110300 
035    (OCoLC)1103540183 
040    CEF|beng|epn|cCEF|dOCLCO|dCNCEN|dOCLCO|dOCLCF|dOCLCQ
       |dOCLCO|dOCLCQ|dOCLCO 
049    INap 
099    eBook O'Reilly for Public Libraries 
100 1  Christensen, Clayton,|eauthor. 
245 14 The Hard Truth About Business Model Innovation /
       |cChristensen, Clayton.|h[O'Reilly electronic resource] 
250    1st edition. 
264  1 |bMIT Sloan Management Review,|c2016. 
300    1 online resource (10 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
347    text file 
365    |b6.50 
520    "The landscape of failed attempts at business model 
       innovation is crowded -- and becoming more so," observe 
       authors Clayton M. Christensen, Thomas Bartman, and Derek 
       van Bever. In order to change this, the authors argue, 
       executives need to understand that business models develop
       through predictable stages over time -- and that each 
       business model stage is associated with certain business 
       priorities. Executives should evaluate whether a business 
       model innovation they are considering is consistent with 
       the current priorities of their existing business model. 
       This analysis matters greatly, the authors write, since it
       drives a whole host of decisions about where the new 
       initiative should be housed, how its performance should be
       measured, and how the resources and processes at work in 
       the company will either support it or extinguish it. 
       Business models, the authors point out, "by their very 
       nature are designed not to change, and they become less 
       flexible and more resistant to change as they develop over
       time." Interdependencies between different elements of the
       business model grow over time, and the business unit 
       develops increasingly ingrained approaches to solving 
       problems. The authors describe the development of a 
       business model across time as a journey whose progress and
       route are predictable -- although the time that it takes a
       business model to follow this journey will differ by 
       industry and circumstance. In the authors' view, a 
       business model, which in an established company is 
       typically embodied in a business unit, travels a one-way 
       journey, beginning with the creation of the new business 
       unit and its business model, then shifting to sustaining 
       and growing the business unit, and ultimately moving to 
       wringing efficiency from it. Each stage of the journey 
       supports a specific type of innovation, builds a 
       particular set of interdependencies into the business 
       model, and is responsive to a particular set of 
       performance metrics. The authors argue that this road-map 
       view of business model evolution helps explain why most 
       attempts to alter the course of existing business units 
       fail. Unaware of the interdependencies and rigidities that
       constrain business units to pursuing their existing 
       journey, managers attempt to compel existing business 
       units to pursue new priorities or attempt to create a new 
       business inside an existing unit. Instead, the authors 
       recommend that when considering an innovation opportunity,
       executives determine how consistent the ... 
542    |fCopyright © 2016 MIT Sloan Management Review|g2016 
550    Made available through: Safari, an O'Reilly Media Company.
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
650  0 Creative ability in business. 
650  0 Creative thinking. 
650  0 Technological innovations. 
650  0 New products. 
650  6 Créativité dans les affaires. 
650  6 Innovations. 
650  7 Creative ability in business|2fast 
650  7 Creative thinking|2fast 
650  7 New products|2fast 
650  7 Technological innovations|2fast 
700 1  Bartman, Thomas,|eauthor. 
700 1  Van Bever, Derek,|eauthor. 
700 1  Snyder, Emily,|eauthor. 
710 2  O'Reilly for Higher Education (Firm) 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/53863MIT58123/?ar
       |zAvailable on O'Reilly for Public Libraries 
994    92|bJFN