Harvard Business Review

MARCH 7, 2013

Over the course of the past few weeks, two articles crossed my desk touching on this issue. Both articles espoused slightly new definitions of disruption, expanding the categorization of the world that Clay Christensen introduced us to more than 20 years ago. The pace of disruption is changing. But the path of disruption is not.

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Christensen Disruptive Innovation Innovation Bottom-up 9

Harvard Business Review

MARCH 16, 2018

Note especially the brave, innovative management reflected in social enterprises such as the Sampark Foundation , where Vineet Nayar, former CEO of HCL Technologies, is on a mission to inspire kids in rural India to learn how to think and invent like frugal innovators. ” Purpose, moreover, means for him social purpose.

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Drucker Long-term Short-term Decentralization 13

Harvard Business Review

NOVEMBER 1, 2012

Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR. Christensen and Bower's article offered the counterintuitive notion that great companies fail for the same reasons they initially experience success. HBR's 90th Anniversary: Why Management Matters.

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Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

APRIL 3, 2017

But their way of thinking about prosperity also offers direction for any managers who want to work harder to make the world better off: your mission is to imagine, develop, and launch more life-improving solutions, especially the kinds of goods and services that improve ordinary people’s lives. Many minds make lighter work.

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Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

OCTOBER 26, 2012

My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? But then, Christensen says, they started making exceptions to the rules "just this once.". The practice of mindful leadership gives you tools to measure and manage your life as you're living it.

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Christensen Self-aware Short-term Long-term 15

Harvard Business Review

JANUARY 23, 2015

” That’s a concept Drucker introduced in a 1994 HBR article that in fact never mentions the term business model. ’ It also answers the fundamental questions every manager must ask: How do we make money in this business? A good business model answers Peter Drucker’s age-old questions, ‘Who is the customer?

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Business Model Drucker Christensen P&L 8

Harvard Business Review

JUNE 28, 2018

For instance, a recent study of 100 product development teams found that two common disruptors of team harmony, namely diversity and task uncertainty, were positively associated with creative performance. Good managers are able to get people to speak honestly and use disagreements to reach more-considered decisions.

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Creativity Team Christensen Innovation 13

N2Growth Blog

JANUARY 13, 2011

Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, taint the brand, adversely affect external relationships, and cause a variety of other problems for your business. It should be developed as a solution to a problem or to exploit an opportunity.

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Blog Innovation Brand Strategic Planning 413

Harvard Business Review

JANUARY 3, 2017

” Judging by the headlines and opening lines of recent articles and business books, digital is about to disrupt your industry and you with it – unless you act now (and buy the book). Consider the management consulting industry. And, in fact, I don’t disagree – at least not entirely.

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McCallum Consultative Competitive Advantage Business Model 13

Harvard Business Review

OCTOBER 1, 2012

They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business. This was the core thesis of the first article in this series. He was completely right.

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Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

NOVEMBER 21, 2012

In this month's HBR magazine , Clayton Christensen and I explained how corporate executives and strategists can use a framework to evaluate the speed and scope of disruption. The article, Surviving Disruption, outlines how not all waves of disruption are uniform. Well, actually, I bought three. You might wonder why this is noteworthy.

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Retail Apparel Christensen Discount 9

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry.

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Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

DECEMBER 29, 2010

I've also had the chance to experience the world of venture capital investing through the small fund that our team in Singapore manages on behalf of the Singapore government. Big companies began to attempt to manage innovation in a systematic way. We need to make sure we have systems that balance short and long term performance.

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Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. Orchestrating a communications campaign with blogs, articles, and video interviews with internal innovators.

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Innovation Metrics Christensen Workshop 9

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction. Win on merit.

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Consultative Team How To McKinsey 8

Harvard Business Review

DECEMBER 10, 2012

In this month's HBR, Professor Clayton Christensen and I have an article that describes how to develop core business strategy in the face of disruption. The article, " Surviving Disruption ," represents our first attempt in two decades to outline the other side of disruption — how to manage legacy businesses.

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Price Retail Business Model Christensen 9

Harvard Business Review

MARCH 25, 2016

Most large companies seem to have lost the taste for entrepreneurship, their CEOs preferring to focus on using technology to maximize profit from existing businesses, as Clayton Christensen and others have shown, or not to invest at all. Managing the transition. There are indications that this is happening.

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Drucker Long-term Short-term Christensen 8

Harvard Business Review

JULY 11, 2016

I consulted 20 professionals who have worked with or supervised interns in higher education, business, law, and nonprofits, and compiled the most valuable advice for interns from their stories, my own observations, and management literature. Renowned management thinker Clay Christensen recommends spending time formulating the right questions.

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Critical Success Factor Ryan Christensen Advice 8

Harvard Business Review

APRIL 25, 2016

It’s even become a noun of sorts — uberization — which people use to describe a disruptive change to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).

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Organization Airlines Constraint Power 8

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Firing hundreds of employees, upsetting your core business’ distribution partners, writing off billions of dollars of investment — these things are difficult for managers to even contemplate, and with good reason. Professor Clayton M.

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Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

AUGUST 6, 2013

That''s partly because, as Clayton Christensen, Stephen Kaufman, and Willy Shih wrote in the 2008 HBR article "Innovation Killers," standard financial metrics make new investments look much less attractive than existing business lines. Most of today''s new owners appear to be looking for something out of the investment beyond profit.

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Advertising Christensen Media Disruptive Innovation 8

Harvard Business Review

MAY 2, 2017

Clay Christensen's landmark theory -- in under two minutes. So, even if the outposts manage to absorb local value they usually fail to propagate it back to the organization, which means they fail on the ultimate reason for their existence. Related Video. The Explainer: Disruptive Innovation.

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Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. He got the top job because of that, and then as CEO he accelerated cloud-business development to make it the company’s primary strategy. ” They Develop a Road Map Before Disruption Takes Hold.

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Franchising CEO Business Model Strategy 15

Harvard Business Review

DECEMBER 1, 2015

The goals vary, but this is the first time in history that every country will agree to manage its emissions. But, as climate policy expert Aimee Christensen pointed out to me, “the recent momentum going into Paris is primarily driven by the improving economics of action (e.g., For example, the U.S. as a whole has committed to.

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Conference Supply Chain Commitment Energy 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Sound familiar?

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Management Balanced Scorecard NPV Article 9

Harvard Business Review

AUGUST 31, 2016

But without good options for doing that, I ended up doing nothing – what Harvard Business School professor Clayton Christensen calls “non consumption.” ” But as Christensen observes, finding pockets of non consumption is a ripe opportunity for innovation. Too often, organizations are myopic.

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Productivity Products Christensen Power 10

Harvard Business Review

FEBRUARY 7, 2013

Apple gets mobile apps from independent software developers. Forbes.com uses external bloggers (not just internal staff) to write articles. And Indian mobile phone provider Bharti Airtel uses IBM to manage its computer systems and Ericsson to operate its cell tower infrastructure.

Organization 8

Organization Supply Chain Team Outsourcing 8

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

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Proposal Self-aware Engineering CEO 8

Harvard Business Review

MAY 23, 2014

A number of scholars at Harvard Business School have gotten in on the act, studying how crowds solve problems in new product development, scientific breakthroughs, and even trying to find the tomb of Genghis Khan. While this resulted in high quality contributions, it also led to at least some selection bias. Get people up to speed.

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Christensen Open-book Software Innovation 8

Harvard Business Review

OCTOBER 17, 2012

In fact, one of my clients recently asked me, not at all unkindly, "What drives so many Mormons to be management thought-leaders?" Certainly, it is interesting to note how many Mormons have played an active role in shaping modern management theory. She took me by surprise when she listed quite a number off the top of her head.

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Management Covey Ulrich Christensen 9