000			01332nam a22001457a 4500
999			_c527246 _d527246
008			240816b ||||| |||| 00| 0 eng d
100			_aHerzlinger, Regina E. et al _956559
245			_aThe middle path to innovation
260			_aHarvard Business Review
300			_a102(4), Jul-Aug, 2024: p.134-145
520			_aToo many companies are failing to innovate. One reason, say the authors, is the polarized approach companies take to innovation. At one end of the spectrum, corporate R&D efforts tend to focus on product refreshes and incremental line upgrades that generate modest growth for lower risk. At the other end, venture capitalists favor high-risk “transformational” innovations that seek to upend industries and generate outsize returns. But there’s a better, middle, way. This article presents the growth driver model, a framework that partners corporations with outside investors to identify and develop innovation opportunities, drawing on corporate resources and talent and externally recruited entrepreneurs. The authors illustrate the model with a detailed case study of how it revived innovation at Cordis, a large medical technology device maker.- Reproduced https://hbr.org/2024/07/the-middle-path-to-innovation
773			_aHarvard Business Review
906			_aINNOVATION
942			_cAR