N2Growth Blog
JUNE 14, 2010
Disruptive Innovation (per the Christensen model) generally takes place in an industry dominated by an oligopoly and having an unserved segment ( towards the lower end in terms of profit margins and product capability) which attains visibility as a result of technological expansion in what is most of the time, a non-related field.
First Friday Book Synopsis
SEPTEMBER 17, 2011
The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Steven J. 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.
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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.
N2Growth Blog
JANUARY 13, 2011
Moore and Christensen tell us what to do, but their prescription is rarely followed. David Locke Innovation fails because of management, not the innovation. Unfortunately the approach you are taking is standard management, which in the case of discontinuous/radical/disruptive innovations fails. I look forward to hearing more from you.
Harvard Business Review
FEBRUARY 14, 2012
Both are comments I got about my book, back in 2009, about setting direction, collaboratively. Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. Most organizations operating today started when companies needed more operating capital.
Chart Your Course
JUNE 30, 2016
Start with Why: How Great Leaders Inspire Everyone to Take Action (2009). Ineffective companies operate only from the other two layers. Christensen. Using the lessons of successes and failures from leading companies, Christensen presents a set of rules for capitalising on the phenomenon of “disruptive innovation.”.
Harvard Business Review
JANUARY 30, 2013
In fact, Amazon was only operating at such a high burn rate because it could. And while it has certainly burned many buyers of Amazon shares through the years — Amazon's stock price took a decade to get back to its 2009 peak — the long-run returns have been spectacular. In Morten T. Most turn out not to.
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