How a leading tech company crafted its strategy to lead in emerging businesses
A leading Big Tech company wanted to overhaul how it pursued non-core innovations, including AI. How should it organize, what should it monitor, and how could it create a culture of disciplined experimentation? It turned to New Markets.
Defined clear archetypes of how tech companies can organize for non-core innovation, with pros and cons
Assessed degrees of non-core innovations emerging from large tech companies and their ultimate impacts
Recommended specific approach for the company to follow given its strategic position, organization, and existing culture
Our recommendations went to the CEO and the leadership team for review, and the company largely implemented the model. Partly as a result, our client nurtured a broad set of experiments in chosen focal areas, and then it invested decisively in a handful of emerging opportunities through both internal R&D and external partnerships. Some of those moves have subsequently delivered tens of billions of dollars in value.