ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to
As firms face disruptive events in the marketplace, they must be prepared to adapt. Oftentimes, adapting necessitates a “pivot” in how firms operate across multiple dimensions.
As B2B firms increasingly become service-dominant in hopes of building lasting customer relationships, it becomes imperative to determine if the resources and expertise needed to implement B2B service innovations also create increased risk for B2B firms. The differences between customer and business markets find that the impact of service innovations varies across B2B and B2C domains.
What distinguishes growth leaders from growth laggards? In this interview, George Day and Gregory P. Shea discuss how organically growing firms successfully attract, nurture, and retain innovation talent. The commitment to innovation is ingrained in a firm’s culture and organizational structures and processes. Innovation talent is drawn to organizations with these characteristics.
The pandemic has emphasized the importance of governments to work with the latest innovations and technologies available. Fighting COVID-19 requires data-derived insights and advanced technology to allow quick response to ever-changing conditions. For many government agencies – in the US and elsewhere – shortcomings have come painfully into view. Many countries have responded to the need for modernization by channeling aid packages and funds to government telework, telehealth, cybersecurity and network bandwidth projects.
Crises offer opportunity. In this opinion piece from Knowledge at Wharton by Jerry Wind, emeritus professor of marketing at Wharton, and Nitin Rakesh, CEO of Mphasis, an IT firm headquartered in Bangalore, India, ten guidelines are discussed that can help organizations to effectively create opportunities in times of crisis.
One of the key promises of the internet and big data is increased efficiency: we can improve processes and routines faster than ever before. However, there is a downside. Too much efficiency can kill creativity, which hurts organization innovation and problem solving. In his book ‘The Efficiency Paradox’, Edward Tenner discusses the limits of big data while making the case for serendipity and intuition.
This presentation describes the context for the introduction of Agile to the Innovation team of Armstrong World Industries, covers the tools and approach used in the generation of the first minimal viable product and uses the launch of ACOUSTIBuilt™ as a case history for how Agile methods can be applied to a challenging business need.
Highly innovative and dominant incumbents frequently stumble or fail in today’s markets. Examples include Nokia, Blackberry, GE, GM, Sears, HP, Sony. Gerard Tellis and his colleagues have identified the culture of the organization as a major discriminator between failure vs unrelenting innovation and success. This presentation will cover the six dimensions of culture and provide a metric by which firms can gauge themselves and benchmark against rivals in the market.
The Keynote of the conference, delivered by Bernie Jaworski and Russ Klein, tackling the seven big opportunities (and problems) facing marketing – B2B focused insights from the AMA Intellectual Agenda 1.0.
Do business failures generate more creative solutions than successes? This article discusses the direct link between failure and innovation. The new way of doing business involves smart failure that leads to solutions sparked by risk taking.
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