What We're Reading

Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. Consider a few examples:

• Bitcoin bypasses traditional banks and clearinghouses with blockchain technology.
• Coursera and edX, among others, threaten business schools with massive open online courses (MOOCs).¹
• Tencent outcompetes in Internet services through microtransactions.
• Uber sidesteps the license system that protects taxicab franchises in cities around the world.

The examples are numerous—and familiar. But what’s less familiar is how, exactly, new entrants achieve their disruptive power. What enables them to skirt constraints and exploit unseen possibilities? In short, what’s the process o

The 3D industry has reported grown by 21% last year alone and according to the 2014 Wholers Report, the worldwide 3D printing industry is now expected to grow from $3.07 billion in revenue in 2013 to $12.8 billion by 2018, and exceed $21 billion in worldwide revenue by 2020.

After testing 3D printing in it's San Diego stores, UPS has decided to expand it's partnership with SSYS to 100 stores nationwide.  California, Florida, New York, Pennsylvania, and Texas are just some of the states set to open stores with 3D-printing capabilities.

3D Systems (DDD) and Stratasys (SSYS) may be the largest 3D printing companies around, but together they only represented about one-third of worldwide 3D printing revenues in 2013. In other words, the 3D printing industry remains highly fragmented, and because no single company controls the majority of the market, there's a massive opportunity for a number of 3D printing companies to grow their revenue and market share considerably.  Other publicly trade

Under the heading of "cool but creepy", Mobileye (MBLY), whose software and applications enable hands-free driving, debuts today on the NYSE.

Mobileye’s proprietary software algorithms and EyeQ® chip (now in its 3^rd generation) perform detailed interpretations of the visual field in order to anticipate possible collisions with other licensed vehicles, pedestrians, animals, debris and other obstacles.

They posted rapid revenue growth of late and reported a $19.9 million profit last year, reversing a year-earlier loss, according to its prospectus. Its products were installed in about 3.3 million vehicles through March 31 and obviously growing.  They have also filed 15 patents thus far on their technology including several on their collision warning systems which one would believe is where the true value lies from a buyout perspective.

With more than 15 years of research and development and data collected from millions of miles of driving experience present a significant technological lea

"If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears."  - Simon Sinek

When we, in the investment world, think of great innovators,it beckons thoughts of Alexander Graham Bell, the Wright brothers and modern day leaders such as Apple's Steve Jobs and possibly Amazon's Steve Bezos and Tesla's Elon Musk.

They've transformed or are currently transforming how we live each day.

Sadly Antonio Meucci doesn't come to mind, although the Italian inventor is best known for developing a voice-communication apparatus which several sources credit as the first telephone

Nor do they recall Smithsonian worker and inventor Samuel Pierpont Langley although he is considered a true pioneer of aviation.

The difference between them?  Why one is remembered throughout history (off the top of one's head) is possibly their ability to attract believers.  Coworkers who are passiona