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2013 Top Professors on Twitter

LDRLB

Wharton School of Finance. Rotman School of Management. Clayton Christensen. Rotman School of Management. Tuck School of Management. Gianpiero Petriglieri. gpetriglieri. Karl Moore. McGill University. profkjmoore. Ian McCarthy. Beedle School of Business. Toffeemen68. Stew Friedman. stewfriedman. CV Harquail.

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Disruptive Business Models | N2Growth Blog

N2Growth Blog

The most successful companies incorporate disruptive thinking into all of their business and management practices to gain distinctive competitive value propositions. So why do so many established and often well managed companies struggle with disruptive innovation? Are your management and executive ranks void of youth?

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Why Preventing Disruption in 2017 Is Harder Than It Was When Christensen Coined the Term

Harvard Business Review

Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. So naturally, as a manager, you left such innovations to new entrants.

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Ideas Don't Equal Innovation | N2Growth Blog

N2Growth Blog

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. All initiatives surrounding new ideas should include detailed risk management provisions.

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It???s Time to Retool HR, Not Split It

Harvard Business Review

A similar proposal to Split Finance would likely have been rejected out of hand by organization leaders (and Harvard Business Review editors), because its obvious that the Finance function must fit the organization strategy and leader capabilities. Human resources Leadership Talent management'

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Groupon Doomed by Too Much of a Good Thing

Harvard Business Review

Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. The best way to manage a fledgling business is for managers to be impatient for profit but patient for growth.

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In 2014, Resolve to Make Your Business Human Again

Harvard Business Review

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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