Great Results Team Building
SEPTEMBER 5, 2022
Way back in January 2014, in an issue of McKinsey Quarterly , a group of researchers attempted to answer this question: “Why do so many leadership development programs fail?” ” They summarized their finding into the four main issues that led to a lack of results in most leadership development programs.
Tanveer Naseer
APRIL 1, 2014
And, the winner of the 2013 Thinkers50, Clay Christensen, now sees his ideas of disruptive innovation used and applied by managers in their relentless quest for competitive advantage. Also making the list is Wang Shi, founder and chairman of Vanke, the world’s largest residential home developer.
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N2Growth Blog
JUNE 14, 2010
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?
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.
N2Growth Blog
JANUARY 13, 2011
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.
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.” Welch himself said in 2009 that optimizing a business for shareholder returns is the “dumbest idea in the world.”. No, it’s to maximize shareholder value. And short-term numbers at that.
Harvard Business Review
OCTOBER 27, 2011
Amazon, it appears, is willing to wait as long as it takes to develop a portfolio of disruptive-growth businesses. In The Innovator's Solution , HBS Professor Clayton Christensen and Michael Raynor assert that, to their knowledge, "no company has ever been able to build an engine of disruptive growth and keep it running."
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