Lead Change Blog

FEBRUARY 19, 2020

As the co-founder of a boutique investment firm with Clayton Christensen, Whitney Johnson came to realize that the frameworks of disruption not only apply to innovation and investing, but to individuals. We are living in an era of accelerating disruption—managing the S-curve waves of learning and mastering is a requisite skill.

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Webinar Christensen Mentor Self-aware 247

Engaging Leader

SEPTEMBER 15, 2014

It presents a method for leveraging a set of tools emerging from lean start-up, design thinking, and agile software development. Jeff is Professor of Strategy at Brigham Young University and Wharton.

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Uncertainty Organization Christensen Tactics 214

Art Petty

FEBRUARY 25, 2020

I'm referencing Harvard's Clayton Christensen, perhaps best known for his thinking and books focused on The Innovator's Dilemma. Wally Bock and I connected on the latest episode of our podcast to talk about Christensen and his books.

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Christensen Books Management Leadership 52

Leading Blog

OCTOBER 31, 2015

How to Manage Your Ego by Anne Perschel @bizshrink. MIT: New research fundamentally challenges Clay Christensen's theory of disruptive innovation. Don’t Manage Time – Manage Your Values, Priorities, & Habits by @scedmonds. Like us on Facebook for additional leadership and personal development ideas.

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Self-aware Christensen Disruptive Innovation Magazine 150

Mike Cardus

NOVEMBER 8, 2013

You can adjust the system they work within meaning the environment, work itself, rewards and tasks , management , etc… By adjusting the system of work you will adjust the behaviors and hopefully increase motivation. Hjørland & Sejer Christensen, 2002). What challenges does the team leaders manager have? What do you think?

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Motivation Team Team Building How To 139

Management Excellence

FEBRUARY 25, 2020

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Christensen Books Management Leadership 69

First Friday Book Synopsis

NOVEMBER 26, 2014

Karl Ronn is the managing director of Innovation Portfolio Partners. He is also developing a software company building diagnostic competency for […]. He is also developing a software company building diagnostic competency for […].

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Levitt Kotter Christensen Rogers 99

Lead Change Blog

DECEMBER 29, 2015

Here they are: Daniel Pink – In 2015, London-based Thinkers 50 named him, alongside Michael Porter and Clayton Christensen, as one of the top 10 business thinkers in the world. Bill George – He has taught leadership since 2004 and is a professor of management practice at Harvard Business School, where.

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Porter Christensen Consultative Influence 150

First Friday Book Synopsis

MAY 6, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Customer CEO: How to Profit from the Power of Your Customers Chuck Wall The Referral Engine: Teaching Your Business to Market Itself John Jantsch Disney U : How Disney University Develops the World’s Most Engaged, Loyal, [.].

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Kleiner Schein Blog McKinsey 80

Joseph Lalonde

JANUARY 3, 2015

Clayton Christensen, a Harvard Professor says that only few people tend to hurt others and be dishonest in the initial stages of their career. It equips you with the necessary tools and techniques to manage and measure your life in the present moment of time.

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Leadership Long-term Short-term Self-aware 120

The Horizons Tracker

DECEMBER 28, 2021

The late Clayton Christensen famously highlighted that consumers are not buying our product as much as they are hiring it to complete a particular job. Bunkered away in R&D labs they often fall into the trap of focusing almost exclusively on the technology they’re developing rather than on the customer need it should be meeting.

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Technology Innovation Operations CIO 109

Skip Prichard

SEPTEMBER 20, 2020

Only those who are able to reinvent themselves, imagining new solutions, and developing new products and services to be relevant in the future will be poised to thrive. Who better to quote in this instance than the late, great, Clayton Christensen who famously answered this question in his book The Innovator’s Dilemma.

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Innovation Drucker Supply Chain Influence 109

Strategy Driven

JUNE 29, 2016

It is fashionable today to have management committees, at various organizational levels, working as teams. To address the concerns of the standard supply chain providers, assure them that once developed, the innovative product will be best served by an efficient supply chain, but while in the development stage, responsiveness is essential.

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Supply Chain Real Estate Resistance Competitive Advantage 51

Harvard Business Review

DECEMBER 24, 2013

The result, I think, is a set of ideas that together are important, useful, and original, and that feel like quite an accurate account of the management concerns many of us shared in 2013. The right kind of project management — and project manager — really matters. government, excellent project management is extremely rare.

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Management Health Care Middle Management Agility 22

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 13

Harvard Business Review

AUGUST 8, 2017

One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues?

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Management Emotional Intelligence Leadership Drotter 16

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. By Jeff Dyer, Hal Gregersen, and Clay Christensen. The Innovator's DNA shows readers how to develop these core skills and use them in combination to generate new ideas.

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Kaplan Christensen Books Disruptive Innovation 14

Harvard Business Review

FEBRUARY 15, 2012

Academics offer up at least three answers: Clayton Christensen asserts that a single organization can't house two competing systems; companies seeking to drive disruptive growth therefore need to create spinoff organizations. But companies that follow this approach don't develop a capability to create new growth businesses.

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Gilbert Innovation Govindarajan Christensen 15

Harvard Business Review

JANUARY 13, 2014

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.

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Levitt Christensen Competitive Advantage Welch 15

Harvard Business Review

AUGUST 8, 2014

In the The Capitalists Dilemma, Clay Christensen and Derek van Bever suggest that leaders have been trained and socialized to their role as capitalists, and thus come to rely too heavily on familiar and traditional finance principles. Human resources Leadership Talent management'

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Charan Finance Human Resources Ulrich 17

Harvard Business Review

MARCH 7, 2012

Several years ago Clayton Christensen (author of The Innovator's Dilemma ) and colleagues at Innosight coined the phrase "jobs-to-be-done" as part of a methodology they use to build new billion dollar businesses. If you like to try new things, think about hobbies or activities you could engage in to develop new skills.

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Disruptive Innovation Innovation Christensen Long-term 19

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 14

Harvard Business Review

MARCH 7, 2013

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. It's the paradox that plagues managers of successful firms, tempted to make all the right decisions, right up until they're flung off a cliff.

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Christensen Disruptive Innovation Innovation Bottom-up 11

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

First Friday Book Synopsis

SEPTEMBER 17, 2011

Spear McGraw-Hill (2009) The power of causal mechanisms that can drive a continuously self-improving system Clayton Christensen’s high praise of Steven Spear and this book is well-deserved. The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Steven J.

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Books Review Operations System 75

Harvard Business Review

OCTOBER 25, 2011

While it's written from my perspective, he was central to the development of the idea. Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation. Finally, assess the level of time you're willing to put into developing this person.

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Mentor Christensen Incubator Learning-by-Doing 17

Harvard Business Review

MARCH 23, 2012

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. After all, Lafley's bent is to manage innovation in a systematic, disciplined way. Stefan Lindegaard.

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Innovation Ries Mauborgne Open-book 17

Harvard Business Review

OCTOBER 20, 2014

Have you mastered the five skills that distinguish innovative entrepreneurs and executives from ordinary managers? In this interactive Harvard Business Review webinar, Dyer describes these five key skills and explains how managers can develop them.

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Disruptive Innovation Skills Innovation Webinar 9

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 Learning-by-Doing Drucker 15

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. However, in the process of unleashing this potential, leaders must make sure their innovators develop sustainability.

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Innovation Company ROI Maturity 16

Harvard Business Review

JANUARY 3, 2012

Managers working on ideas discover that detailed PowerPoint documents are their biggest enemy, because the details act as bait for nit-picking devil's advocates. Applying this same discipline to nascent opportunities in new spaces can be disastrous. Endless pre-meetings crowd out action-based learning. Then, the bar goes up.

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Stage-Gate Due Diligence Disruptive Innovation Document 16

Harvard Business Review

DECEMBER 17, 2012

Recent corporate history is littered with successful established firms who failed to manage disruptive innovation even with full knowledge that it was coming. They knew digital photography was the future and invested heavily in hybrid technology in the hope of managing the transition from physical photo printing. It didn't work.

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Christensen Disruptive Innovation Mass Marketing Self-aware 9

Harvard Business Review

JANUARY 24, 2012

The Kahn Academy, founded by Salman Kahn (a former hedge fund manager), is a not-for-profit, online venture that is currently revolutionizing K-12 education. And Hart is not the only one who has developed this skill. It also manages to explain complex arguments without oversimplifying them.

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Video Education Christensen Learning-by-Doing 16

Harvard Business Review

APRIL 30, 2014

If it’s the former, that question you raised will be carefully considered and may trigger ongoing discussion — and possibly action — by the company’s managers and leaders. Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen.

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Company Ries Christensen Innovation 14

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

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. More >>.

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Disruptive Innovation Christensen Telecommunications Incubator 10

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 15