Harvard Business Review

JANUARY 7, 2016

The latter is according to Clayton Christensen, Michael Raynor, and Rory McDonald in their recent HBR article “ What is Disruptive Innovation?” Christensen, Raynor, and McDonald argue that Uber is not disruptive because it offers neither a low-end service, nor a new market. Zipcar counts as a disruptive innovation.

Disruptive Innovation 8

Disruptive Innovation Definition Innovation Christensen 8

Harvard Business Review

AUGUST 11, 2014

Clay Christensen, the innovation expert, advocates instead the approach taken by Wharton, which has made MOOCs out of all its core courses. The company simply straddled the two channels, without creating any operating linkages across them. I hope Christensen is right, but I fear that Shirky may be. But I dont have to. .

Christensen 16

Christensen Education Discount Class 16

Harvard Business Review

NOVEMBER 18, 2015

That’s no surprise, since Clayton Christensen co-founded our company in 2000, five years after his Harvard Business Review article with Joseph L. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? The rest, of course, is history.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

AUGUST 16, 2011

This is the essence of Groupon's declaration last week that it will remove the controversial accounting metric called Adjusted Consolidated Segment Operating Income (ACSOI) from its financial statements. In fact, we are really losing a lot of money.".

Christensen 20

Christensen Fixed Costs Metrics Business Model 20

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.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

Harvard Business Review

AUGUST 23, 2011

Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. However, it will not succeed here.

GDP 14

GDP Christensen Disruptive Innovation Business Model 14

LDRLB

MAY 26, 2014

In that sense, the Christensen solution has become counterproductive; in fact, it’s become dangerous. If it’s a Kickstarter kind of situation, they may be funding, actually, the development of the product before you’ve even put pen to paper. The managers just don’t have the tool set often to operate.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

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.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

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.

Charan 15

Charan Finance Human Resources Ulrich 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. The constant need to drive towards operational efficiency can be avoided through the creation of new organizations.

Innovation 15

Innovation Company ROI Maturity 15

Harvard Business Review

MARCH 16, 2018

Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” Of course, the ideas that corporations must earn their “license to operate” and serve stakeholders that go far beyond shareholders are not new.

Drucker 13

Drucker Long-term Short-term Decentralization 13

Harvard Business Review

APRIL 20, 2016

This is a play straight out of Clay Christensen’s disruption playbook. ” [Ford Smart Mobility’s] role is to design, develop, build, invest, and grow these mobility services. Here is the problem: none of the three disruptors I have outlined here are traditional Christensen-style innovations.

Christensen 8

Christensen Hedge Bureaucracy Innovation 8

Harvard Business Review

JANUARY 24, 2011

Breyer stands out — both in the room and the Twitter echo chamber — by sounding like an Old Testament prophet (or at least like Clay Christensen ): "traditional media companies unless they radically change. How do you survive such a seemingly unending series of waves? Nice to hear!

Disruptive Innovation 15

Disruptive Innovation Venture Capitalist Innovation Christensen 15

Harvard Business Review

SEPTEMBER 11, 2015

Today, many high-profile companies— Cisco , Google , IBM , Samsung , Siemens , Disney , Volkswagen and Deutsche Bank , to name a few—contain such roving consulting groups to help solve the most critical strategy and operations problems throughout the business. Win on merit. Our group welcomes the competition.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

APRIL 26, 2011

But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. All the techniques and mental tricks executives develop over time to run established businesses can be completely counter to what is needed to successfully innovate. But I urge companies to consider three things.

Sports 15

Sports Christensen Innovation Class 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. product vs. operational) and referenced the same stages (e.g. It’s not easy for big companies to innovate.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. The Future of Operations. The latter are troublesome because the knowledge base and skills required to operate in the new realm are so fundamentally different. Managers constantly try to fit new market needs to existing processes and routines. Insight Center.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

NOVEMBER 24, 2017

A turnaround subsequently lowered strategic stress to a productive level by discontinuing many of their seemingly unrelated projects, re-focusing on their core business, as well as streamlining operational processes that improved coordination activities. Strategic Boredom (not enough strategic stress).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

FEBRUARY 25, 2014

Develop deep expertise — your best risk-mitigation strategy . The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

MARCH 14, 2017

Clay Christensen's landmark theory -- in under two minutes. IBM, for example, is partnering with startup Loyyal to develop blockchain infrastructure for loyalty and rewards programs. With only one “wallet” for points, consumers would not have to hunt for each program’s options, limitations, and redemption rules.

Loyalty 13

Loyalty Customer Loyalty Travel Hotels 13

Harvard Business Review

MARCH 23, 2016

By contrast, disruption, and particularly demand-side disruption of the type put forward by Clay Christensen, is a force that relies on a steady process of picking off one customer at a time. Both companies, while under a corporate umbrella, operate as independent brands with largely independent development teams. Conceivably.

Film 8

Film Christensen Short-term Software 8

Harvard Business Review

JULY 30, 2014

Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Operations Organizational culture'

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

DECEMBER 10, 2010

Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking. Pete Maulik is Chief Operating Officer and Head of Commercial Strategy at Fahrenheit 212 , an innovation consultancy based in New York.

Innovation 15

Innovation Chief Operating Officer Christensen Objective 15

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. The Washington Post operated at a 9.2% Scripps 6.9%

Advertising 8

Advertising Christensen Media Disruptive Innovation 8

Harvard Business Review

JANUARY 24, 2012

Hart does not quite do what the Kahn Academy does but she operates in the same space. And Hart is not the only one who has developed this skill. These developments stand in sharp contrast to what Apple has focused on. Vi Hart is lesser known but her engaging videos explaining mathematics have been viewed millions of times.

Video 15

Video Education Christensen Hedge 15

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. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

OCTOBER 19, 2012

The obvious targets were people in the field of innovation — those working in strategy, R&D, business development, and entrepreneurship. My own publisher, HBS Press, published two the very same month as my book — one of them co-authored by heavyweight Clay Christensen. In response, I usually tell the following story.

Succession 17

Succession Diversity Open-book Innovation 17

Harvard Business Review

MAY 2, 2017

Clay Christensen's landmark theory -- in under two minutes. The company no longer has any operations at all in Silicon Valley. For example, the outposts of a pharma company develop and distribute a company-wide newsletter of the latest trends and news from the hotspot. Related Video. The Explainer: Disruptive Innovation.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

JANUARY 30, 2013

In fact, Amazon was only operating at such a high burn rate because it could. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about. Most turn out not to.

Training 10

Training Bond Christensen Long-term 10

Harvard Business Review

FEBRUARY 7, 2013

Apple gets mobile apps from independent software developers. And Indian mobile phone provider Bharti Airtel uses IBM to manage its computer systems and Ericsson to operate its cell tower infrastructure. In a previous post, I described how MITRE, which manages five research and development centers for the U.S.

Organization 8

Organization Supply Chain Team Outsourcing 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).

Organization 8

Organization Airlines Constraint Power 8

Harvard Business Review

DECEMBER 31, 2012

R&D and product development launch products that receive tepid responses. In doing research for my book , I found that companies who are attracting buyers in today's hyper-connected world are developing new approaches and competencies that focus on one thing: customers. Find your customer product developers. out of 5 to 4.5.

CEO 8

CEO Airlines Marketing Software 8

Harvard Business Review

MAY 30, 2013

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. or you might not.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JUNE 10, 2014

(See comments by Clayton Christensen and Mark Cuban ). Still, most colleges are lucky if they can afford even a small team charged with developing new lines of business and new business models. Presidents and provosts will tell you: operating budgets are tight. There are examples of universities forging ahead.

Real Estate 8

Real Estate Education Disruptive Innovation Asset Management 8

Harvard Business Review

DECEMBER 7, 2012

In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. Clayton Christensen has nicely described how the very things that made a company successful, including its efficiency, can also cause it to become obsolete when it's unable to adapt to disruptive change.

Efficiency 9

Efficiency Supply Chain Christensen Crisis 9

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. It could even focus more of its operations on the last-minute needs customers have for which no delivery network is fast enough, growing its automatic kiosk network.

Price 9

Price Retail Business Model Christensen 9

Harvard Business Review

JUNE 12, 2013

In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment. This then allows the development of specific solutions for each segment. For each segment, there may be only three or four jobs to be done that are crucial.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8