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    <title>Rita Gunther McGrath News</title>
    <link>http://ritamcgrath.com/news/</link>
    <description></description>
    <dc:language>en</dc:language>
    <dc:creator>anne@ritamcgrath.com</dc:creator>
    <dc:rights>Copyright 2010</dc:rights>
    <dc:date>2010-03-09T00:26:00-05:00</dc:date>
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    <item>
      <title>Another Brick in the Pay Wall: Views on Publishing&#8217;s Future</title>
      <link>http://ritamcgrath.com/news/detail/another-brick-in-the-pay-wall-views-on-publishings-future/</link>
      <guid>http://ritamcgrath.com/news/detail/another-brick-in-the-pay-wall-views-on-publishings-future/#When:00:26:00Z</guid>
<content:encoded><![CDATA[At Columbia's <i>Public Offering</i> blog, Rita McGrath discussed <i>What Will the Publishing Industry Do Next?</i>.   "A new development is that the Web itself is starting to splinter. In the early days, you had one way of accessing online content-- that was through a computer -- and developers could optimize for a certain kind of user experience. Today, people access content in myriad ways that are not always compatible with each other or optimized. A developer or a publisher has to decide whether to hit every platform or optimize for Blackberry, iPad or some other platform. They have to ask, 'What is going to be our platform of choice?'<br />
<br />
The content business model will be less driven by the need to aggregate the most eyeballs on a common platform, and move towards a model determined by the ecosystem that can draw the most participants. For example, Apple is trying to create a vertically integrated ecosystem with its products and partners. Rival ecosystems will start to compete for business with publishers, and media companies and content providers will watch to see where people are participating.<br />
<br />
Publishers will have to come up with ways to monetize their participation in an ecosystem. There is hope that content providers can cut themselves more lucrative deals on these coming platforms.<br />
<br />
To read the entire article, <a href="http://www4.gsb.columbia.edu/publicoffering/post/7210403/" title="click here">click here</a>.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-03-09T00:26:00-05:00</dc:date>
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    <item>
      <title>Rita McGrath&#8217;s Micropayments blog prompts more online discussion</title>
      <link>http://ritamcgrath.com/news/detail/micropayments-post-discussed-at-little-springs-design-blog/</link>
      <guid>http://ritamcgrath.com/news/detail/micropayments-post-discussed-at-little-springs-design-blog/#When:23:18:00Z</guid>
<content:encoded><![CDATA[Barbara Ballard of LittleSprings Design blogged about Rita McGrath's <i>Why I Hate Micropayments</i> post on Harvard Business Review.  To read the entire post and Rita McGrath's Harvard Business Review post, click <a href="http://www.littlespringsdesign.com/blog/blog/2010/02/24/micropayments-and-so-called-micropayments/" title="here">here</a>.  ]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-03-04T23:18:00-05:00</dc:date>
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      <title>The Flip Side of Stock Buybacks</title>
      <link>http://ritamcgrath.com/news/detail/the-f/</link>
      <guid>http://ritamcgrath.com/news/detail/the-f/#When:00:10:01Z</guid>
<content:encoded><![CDATA[In a recent Smart Money magazine article on BuyBacks, Rita McGrath was quoted:  "It takes resources away from what they could be investing -- innovation and growth," says Rita Gunther McGrath, an associate professor at Columbia Business School.  To read the entire article, click <a href="http://www.smartmoney.com/investing/stocks/the-flip-side-of-buybacks/" title="here">here</a>.<br />
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      <dc:subject></dc:subject>
      <dc:date>2010-03-03T00:10:01-05:00</dc:date>
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    <item>
      <title>The Advantage of Not Knowing It All</title>
      <link>http://ritamcgrath.com/news/detail/the-advantage-of-not-knowing-it-all/</link>
      <guid>http://ritamcgrath.com/news/detail/the-advantage-of-not-knowing-it-all/#When:23:54:00Z</guid>
<content:encoded><![CDATA[Rita McGrath was interviewed by Columbia University's Ideas at Work about Discovery-Driven Growth.  The entire article can be read in the attached pdf file, which you are welcome to download.<a href="http://ritamcgrath.com/ee/images/uploads/Ideasatwork108.pdf">Ideasatwork108.pdf</a>]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-28T23:54:00-05:00</dc:date>
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      <title>Market Driven Growth&#8212; Vertical Integration</title>
      <link>http://ritamcgrath.com/news/detail/market-driven-growth-vertical-integration/</link>
      <guid>http://ritamcgrath.com/news/detail/market-driven-growth-vertical-integration/#When:21:52:00Z</guid>
<content:encoded><![CDATA[Bob Cooper at his <a href="http://marketdrivengrowth.blogspot.com/2010/02/coke-near-deal-for-bottler-total-value.html" title="Market Driven Growth blog">Market Driven Growth blog</a> cites Rita McGrath's post about <a href="http://blogs.hbr.org/hbr/mcgrath/2009/12/vertical-integration-can-work.html?cm_re=homepage-061609-_-secondary-1-_-headline" title="Why Vertical Integration is Making a Comeback">Why Vertical Integration is Making a Comeback</a>.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-27T21:52:00-05:00</dc:date>
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      <title>Micropayments for Content</title>
      <link>http://ritamcgrath.com/news/detail/micropayments-for-content/</link>
      <guid>http://ritamcgrath.com/news/detail/micropayments-for-content/#When:21:33:00Z</guid>
<content:encoded><![CDATA[Bryan Ruby of CMS Report <a href="http://cmsreport.com/blog/2010/micropayments-content" title="blogs">blogs</a> about and agrees with Rita McGrath's post on <a href="http://blogs.hbr.org/hbr/mcgrath/" title="Why I Hate Micropayments">Why I Hate Micropayments</a> at Harvard Online.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-24T21:33:00-05:00</dc:date>
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    <item>
      <title>Old People, Non&#45;Geeks&#8212;The iPad&#8217;s Unlikely Saviors</title>
      <link>http://ritamcgrath.com/news/detail/old-people-non-geeks-the-ipads-unlikely-saviors/</link>
      <guid>http://ritamcgrath.com/news/detail/old-people-non-geeks-the-ipads-unlikely-saviors/#When:06:58:00Z</guid>
<content:encoded><![CDATA[The <i>Atlantic Wire</i> writes:  Even if nerds kvetch and refuse to buy an iPad, the device may still sell with some big demographics -- casual tech users, the disabled, the elderly and women. Columbia Business School professor Rita McGrath makes the case. "The iPad, she argues, "will be explosive less for tech-elites than for 'non users' -- people who might never have been able to take advantage of computers before." She gives a personal example:  "An older member of my family was given a computer, took lessons, and worked on a few projects. She would love to be a proficient user -- to exchange news and photos with her family, and to be able to look up newspaper reports. You would think her computer has all the ingredients necessary to be a successful, world-opening device for someone who can't get out as much as she used to -- it's wired and wireless, with high speed Internet. So what's the problem? The mouse! The movements needed to manipulate a mouse have proven impossible for her to master."  To read the entire article, <a href="http://www.theatlanticwire.com/opinions/view/opinion/Old-People-Non-Geeks-The-iPads-Unlikely-Saviors-2448" title="click here">click here</a>.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-09T06:58:00-05:00</dc:date>
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    <item>
      <title>Innovation Leaders&#8212;a breed different from corporate managers</title>
      <link>http://ritamcgrath.com/news/detail/innovation-leaders-a-breed-different-from-corporate-managers/</link>
      <guid>http://ritamcgrath.com/news/detail/innovation-leaders-a-breed-different-from-corporate-managers/#When:06:44:00Z</guid>
<content:encoded><![CDATA[The Nasscom Emerge blog cites "Ian MacMillan and Rita McGrath (both taught at a Spring 08 Columbia Business School program I attended) in an HBR article say 'Most profitable strategies are built on differentiation: offering customers something they value that competitors don't have.'  And Harsh Mariwala, Chairman & MD, Marico Ltd says, ' innovation is the fountainhead for differentiation.'  The importance of innovation in business is clear.  However, to most companies and managers, it is not clear where such innovation might come from. If you turn to management guru Tom Peters, his answer is 'The #1 source of innovation is pissed-off people.' These are people that are annoyed with the status quo. They want something different and much better. How would you identify such people? How would you encourage and retain such people in your organization? How would you actually get them to innovate? Here's how: start by creating a senior leadership position in innovation. These innovation leaders will stimulate, sponsor, steer, and sustain innovation in your organization.  To read the entire post by Pradeep Henry, <a href="http://blog.nasscom.in/emerge/2010/02/innovation-leaders-a-breed-different-from-corporate-managers/" title="click here">click here</a>.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-03T06:44:00-05:00</dc:date>
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    <item>
      <title>Are the Dynamics of Innovation Changing?</title>
      <link>http://ritamcgrath.com/news/detail/are-the-dynamics-of-innovation-changing/</link>
      <guid>http://ritamcgrath.com/news/detail/are-the-dynamics-of-innovation-changing/#When:06:34:00Z</guid>
<content:encoded><![CDATA[At the Total Executive blog, the author cites the 2006 Sloan Management Review article <a href="http://sloanreview.mit.edu/the-magazine/articles/2006/fall/48111/extracting-value-from-corporate-venturing/" title="Extracting Value from Corporate Venturing">Extracting Value from Corporate Venturing</a> authored by Rita Gunther McGrath, Thomas Keil and Taina Tukiainen:  "Executives wax and wane in their enthusiasm for launching new ventures outside an organization's core business. In their more enthusiastic moments, leaders often see corporate venturing initiatives as sources of organic growth and vitally important engines of renewal. However, in their more disenchanted periods executives may see new ventures as high-risk, foolhardy distractions from effectively running the core business. What's more, such pessimism isn't wrong. Corporate ventures are risky and they usually do not produce hoped-for results."  To read the entire blog, <a href="http://totalexec.posterous.com/are-the-dynamics-of-innovation-changing" title="click here">click here</a>.<br />
]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-02T06:34:00-05:00</dc:date>
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    <item>
      <title>Discovery&#45;Driven Growth is Product Flop Insurance</title>
      <link>http://ritamcgrath.com/news/detail/discovery-driven-growth-is-product-flop-insurance/</link>
      <guid>http://ritamcgrath.com/news/detail/discovery-driven-growth-is-product-flop-insurance/#When:22:52:00Z</guid>
<content:encoded><![CDATA[At The Accidental Product Manager blog, Dr. Jim Anderson views <i>discovery-driven growth</i> to be "product flop insurance."  <br />
<br />
"Dr. McGrath proposes that we start to use what she calls <i>discovery driven growth</i>. This approach is basically a plan for learning more as the launch process moves forward. The part that I like about this way of doing things is that it doesn't require the product manager to have a lot of analytical information at the start of the launch process. In my opinion that's a good idea simply because there generally isn't a lot of information available!"  <br />
<br />
To read the entire post, <a href="http://www.theaccidentalpm.com/new-product-development/product-managers-need-new-product-flop-insurance" title="click here">click here</a>.]]></content:encoded>
      <dc:subject></dc:subject>
      <dc:date>2010-02-01T22:52:00-05:00</dc:date>
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