2005 Disruptive Innovation Innovation Management 
Harvard Business Review
AUGUST 9, 2011
Forbes recently published our list of the world's most innovative companies in which we ranked companies based upon their innovation premium. But why do some companies have a high innovation premium while others do not? This expectation helped foster an innovation focus throughout the company.
Harvard Business Review
AUGUST 31, 2011
As Steve Jobs steps down as Apple's CEO — and Tim Cook takes over — many folks are wondering whether Apple can keep its innovation engine humming. During Jobs' absence from 1986-1998, Apple's innovation premium dropped by 30% as the company quit innovating and its investors lost confidence. Can he do it?
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Harvard Business Review
AUGUST 22, 2011
But I've found that the rules of disruption apply to the individual too. Or as thought leader Jennifer Sertl writes, "innovation ultimately begins on the inside.". Six years into my mid-career move, here are some lessons learned from my personal disruptive trajectory: If it feels scary and lonely, you're probably on the right track.
Chart Your Course
JUNE 30, 2016
Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. In one of the defining management studies carried out in the 90s, Collins and his team complied a list of 1,435 companies in search of those special few that could truly be called “great.”
Harvard Business Review
JANUARY 26, 2012
".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. He was right.
Harvard Business Review
JULY 15, 2013
Workflows and innovation initiatives have been artfully reorganized around "projects" to facilitate faster, cheaper and easier contingent participation. If they can get that value — or most of it — from contingency workers, outsourcing, automation, innovative processes or capital investment, why wouldn''t they?
Harvard Business Review
JUNE 23, 2011
It recently announced a simple iPhone app that consumers can download to complete transactions, manage their rewards programs, and so on. Eventually telephone ended up being the cornerstone of AT&T*. But telegraphs were still viable commercial offerings as late as the 1960s. The last telegraph message was sent in.2005.
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