Career Christensen Operations 
Lead on Purpose
MAY 4, 2013
One of the great leaders and thinkers of our time is Clayton Christensen , ”a down-to-earth” alum of BYU, Oxford and Harvard. I found two recent articles about Clayton Christensen that have increased my understanding about leadership: The first is published in the BYU Magazine’s Spring 2013 edition. (As
Mills Scofield
APRIL 15, 2012
Long before it became fashionable, Saul was leveraging the power of business models in his career. ” Clayton Christensen , an advisor to BIF, taught us that customers are hiring companies to “do a job” for them. Saul urges us to also create a shared operating model on HOW value will be delivered.
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Chart Your Course
JUNE 30, 2016
Ineffective companies operate only from the other two layers. Studies show that a person’s emotional intelligence (the ability to manage one’s own emotions and the emotions of others) is not only more important than their IQ, but the single most important variable in career and life success. Christensen. By Daniel H.
N2Growth Blog
JUNE 14, 2010
Disruptive Innovation (per the Christensen model) generally takes place in an industry dominated by an oligopoly and having an unserved segment ( towards the lower end in terms of profit margins and product capability) which attains visibility as a result of technological expansion in what is most of the time, a non-related field.
Harvard Business Review
MARCH 24, 2016
But this confidence served as a platform that allowed Andy to learn important things from every person — even Clayton Christensen. He was a powerful executive because he understood how organizations really operate and could harness this knowledge. He had a high level of self-esteem, of course. He was confident in his abilities.
N2Growth Blog
JANUARY 13, 2011
This may be the first time in my career that I've been accused of taking a standard management approach.:) Moore and Christensen tell us what to do, but their prescription is rarely followed. If someone at the C-suite level is against the new idea, it will likely die on the cutting-room floor. via n2growth.com [.]
Harvard Business Review
FEBRUARY 25, 2014
The financial risk of a career in entrepreneurship is the chance of spending 20 years in startups with nothing to show for it — neither money nor an impact on the world. The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management.
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