2010 Business Model Christensen Marketing 
N2Growth Blog
JUNE 14, 2010
While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. So why do so many established and often well managed companies struggle with disruptive innovation?
N2Growth Blog
JANUARY 13, 2011
The reality is that many businesses are quick to recognize great ideas, but they often have no plan for how to successfully integrate them into their business model. Moore and Christensen tell us what to do, but their prescription is rarely followed. We'll have to agree to disagree on this one. Thanks David.
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Harvard Business Review
AUGUST 23, 2011
pace in the first quarter of 2010. 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. That was down from 9.7%
Harvard Business Review
DECEMBER 27, 2010
Consider it a summary of what's on my mind as 2010 comes to a close. create a new category, extend current business) or innovation mechanisms (e.g., new product, distribution channel, marketing approach). An innovation that transforms a market or creates a new one through simplicity, convenience, affordability or accessibility.
Harvard Business Review
SEPTEMBER 12, 2013
But there are further reasons for optimism, and lessons for companies looking to understand the power of indigenous entrepreneurs in emerging markets. The latest set of contracts, penned in 2010 , have run aground due to haggling over Chinese access to oil blocks and the threat of unfavorable regulation.
Harvard Business Review
SEPTEMBER 12, 2013
But there are further reasons for optimism, and lessons for companies looking to understand the power of indigenous entrepreneurs in emerging markets. The latest set of contracts, penned in 2010 , have run aground due to haggling over Chinese access to oil blocks and the threat of unfavorable regulation.
Harvard Business Review
MAY 30, 2013
In 2010, one of us was sitting in a room at the Harvard Business School with Eric Ries and a number of budding entrepreneurs. A good management team will be dedicated to creating product market fit, otherwise the business will flounder. One of these young entrepreneurs in particular stood out. Patient capital.
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