Innovation lessons from the 1930s

An executive's natural response to economic uncertainty is to delay investment, but in the Great Depression the leaders of DuPont, Hewlett-Packard and Polaroid kept sinking money into innovative projects, and their foresight made those companies great. Keeping up with investment -- despite hard times -- is particularly important for technologies that are slow to commercialize.

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McKinsey Quarterly (free registration for SmartBrief readers), The

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