Contents
MITSloan Management Review
sloanreview.mit.edu SUMMER 2010 • Volume 51 • Number 4
FEATURES
BUSINESS MODEL INNOVATION
25 What to Do Against Disruptive Business Models
(When and How to Play Two Games at Once)
Fighting against a disruptive business model by rolling out a second business model is
one option for companies to consider. But to make that work, you need to avoid the trap
of getting stuck in the middle.
BY CONSTANTINOS C. MARKIDES AND DANIEL OYON
INNOVATION
33 Why Too Much Trust Is Death to Innovation
When companies collaborate, low trust is detrimental to innovation. But so is very high
trust. The optimal level, yielding maximum impact, lies in between. How do you find it?
BY FRANCIS BIDAULT AND ALESSIO CASTELLO
WRONG Q.:
“Should we separate
the new business
model or keep new
and old together?”
RIGHT Q.:
“Which activities
should we operate
separately and
which can we
operate together?”
INNOVATION & IT
39 The IT Audit That Boosts Innovation
Innovators tend to think that information technology systems are too orderly and controlling
even to cope with the messy process of innovation — much less enable it. But as some
leading companies show, smart managers bring the whole IT menu to the challenge.
BY STEVEN R. GORDON AND MONIDEEPA TARAFDAR
SUSTAINABILITY
49 The Change Leadership That Sustainability Demands
Sustainability initiatives can’t be driven through an organization the way
other changes can. They have three distinct stages, and each requires
different organizational capabilities and leadership competencies.
BY CHRISTOPH LUENEBURGER AND DANIEL GOLEMAN
ON THE COVER
TOP: Getty Images (two), courtesy of Herman Miller
BOTTOM: Courtesy of Apple, flickr user Crismar,
DuPont, Smart USA, iStockphoto (cows)
I Know You
Are, But
What Am I
“Many innovators believe
information systems will
hamper their work and
present barriers to their
creativity and productivity.
IT managers are no less
frustrated.”
“Some people are motivated by their personal
commitment around climate change, others
to the bottom line. In my role, I actually don’t
care what motivates people as long as it drives
us to our goal.”
— FRANK O’BRIEN-BERNINI, OWENS CORNING
