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Why didn’t Folgers recognize the retail consumer demand for coffee and develop a Starbucks type business model? Let’s just take a moment and look at a few notable examples of what happens to companies that become complacent…Why didn’t the railroads innovate? Why didn’t IBM see Dell coming?
Reading has a host of benefits for those who wish to occupy positions of leadership and develop into more relaxed, empathetic, and well-rounded people. It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
Reading has a host of benefits for those who wish to occupy positions of leadership and develop into more relaxed, empathetic, and well-rounded people. It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks. Clay Christensen's landmark theory -- in under two minutes. Related Video. The Explainer: Disruptive Innovation.
A similar proposal to Split Finance would likely have been rejected out of hand by organization leaders (and Harvard Business Review editors), because its obvious that the Finance function must fit the organization strategy and leader capabilities. Yet this evidence is apparently not well-known.
Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.
Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.
As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. No, it’s to maximize shareholder value.
Listening to Amazon's finance chief Tom Szkutak explain the miss, it was immediately apparent that Amazon's problem was not with the top line. Amazon, it appears, is willing to wait as long as it takes to develop a portfolio of disruptive-growth businesses. per share by nearly a dime.
For example, I'm sure that most innovation practitioners wouldn't put baseball researcher Bill James on their list, but his mission to find patterns, develop theories, and overturn orthodoxy has greatly influenced my own thinking. Lindegaard has spent the last few years developing practical guidance about "open innovation."
Well, he's a hedge fund veteran who has always taken a skeptical view of Wall Street, treating it more as a loopy rich uncle than the efficient information processor of standard finance theory. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Most turn out not to.
An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. ".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth.
American efforts to jumpstart the development of a cleantech economy have not been wildly successful to date. To help develop a cleantech industry, the government should spend its money on fully incubated business models that have proven the ability to create a profit and that have demonstrated sustainable competitive advantage.
We don’t know enough of its finances to know precisely how successful it has been, but with tens of millions of viewers and sponsorship packages north of $2 million, it is a good bet that ESPN has done well on its bet. The reason why serves as a good reminder of how to assess the full impact of a potentially disruptive innovation.
In order for your enterprise to turn an idea into a monetizing and/or value creating event you should develop a strategic plan that attempts to measure the idea against the following 15 elements: 1. It should be developed as a solution to a problem or to exploit an opportunity. I look forward to hearing more from you.
He had developed an extensive plan, and had the promise of grant money behind him. It''s not about price, or code, or agile development. He is currently creating new businesses inside the Hearst Corporation, where he''s been driving the development of Manilla.com for almost 2 years.
At least in the US, we seemed to have developed a sort of allergy to the idea of a CEO getting into policy-shaping. And Clay Christensen talked about the increasing pace of disruption across all sectors. There is a difference, and it's not just a semantic one.
Transformational CEOs Tend to be “Insider Outsiders” The list is topped by companies headed by visionary founders with no prior experience in their industries; Jeff Bezos came from the world of finance, and Reed Hastings from software. Clay Christensen , Professor at Harvard Business School and Innosight co-founder.
Gary, a finance executive, told me, “Sitting at the desk checking your most recent Twitter feed while you wait for someone to give you something to do is one of the best ways to not get an invite back.” Renowned management thinker Clay Christensen recommends spending time formulating the right questions.
Christensen. Buckle down on your finances. Neglect your finances so that when you want to make a change, you don’t feel able to. Case study #2: Get your finances in order. About a year and a half after starting the process, Tim took a job as a development officer at the Rhode Island Foundation.
Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. Finally, reaching profitability quickly ensures that when outside financing dries up, the venture can succeed on its own.
"Competition" has changed when individuals can create value through a centralized network of resources: for example, designing a product from anywhere, producing it through a 3D factory , financing it through community and distribution from anywhere to anywhere. Many of you know of Clay Christensen's iconic work the Innovators Dilemma.
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