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Understanding How The Innovator’s Dilemma Affects You

Both Sides of the Table

Many people bandy about the definitions of “disruptive technology&# or “the innovator’s dilemma&# without ever having read the book and almost universally misunderstand the concepts. It should affect how you think if you are an incumbent but also if you’re a startup.

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Here is Why Non-Obvious Startup Ideas Can Yield the Largest Results

Both Sides of the Table

Try to imagine if you *didn’t* already know Amazon and the company walking into VC meetings telling people they were going to disrupt the selling of all goods starting with books but then extending into electronics, apparel, toys and so forth. The value prop is pretty clear. And here’s the thing. Are the dinosaurs worried?

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How to Decrease the Odds That Your Startup Fails

Both Sides of the Table

Many startup businesses – tech or otherwise – fail. Trying outrageous new things or even trying mundane things but in new ways but with extreme quality & innovation is what fuels the tech startup industry. But today I want to give you advice on how to decrease your odds of failure in a startup.

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What To Do When Your Competitor Gets Funded?

Both Sides of the Table

And it’s part of what can go wrong in startup land. For starters – the co-founder of Clutter.io, Ari Mir, is a friend and 6 years ago I backed the first startup he co-founded with Ophir Tanz , GumGum. And our competitors are not really each other but the incumbent businesses that have 99.9%

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The Future of Corporate Venture Capital

500

In the decade since the Great Recession, we have seen digital upstarts – taking advantage of disruptive technologies from AI to IoT – reshape the economy and the corporate pecking order. Conventional wisdom dictated that incumbents should focus their innovation efforts on R&D and growing their cash cows while investing in a few startups.

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The next wave of supply-chain innovation will be driven by startups that help incumbents win

TechCrunch

For years, the prevailing narrative for innovation in supply chain has focused on the disruptors: Upstarts that enter the industry with new technologies and business models to displace incumbents. But in verticals ranging from freight brokerage to B2B marketplaces, these enablers have repeatedly emerged after an initial disruption.

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The Surest Sign You’re Winning is When Goliath Takes a Swing at You

Both Sides of the Table

I’ve been involved with several startups where a giant incumbent attacks you and tries to sue you out of existence. And the giant gets disrupted precisely because its cost structure to serve its customers and its cash cow, high-priced offering makes it nearly impossible for it to try compete. And what prompted this lawsuit?

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