2010 Christensen Management Succession 
N2Growth Blog
JUNE 14, 2010
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?
Tony Mayo
JULY 26, 2010
Christensen titled, “ How Will You Measure Your Life? &# Along with plenty of great advice for new graduates he shared some keen insights on executive coaching. If I had been suckered into telling Andy Grove what he should think about the microprocessor business, I’d have been killed.
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Harvard Business Review
NOVEMBER 14, 2011
Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But, celebrating the very best new thinking in management matters for three reasons. Second, management matters. It's a fair question.
N2Growth Blog
JANUARY 13, 2011
My advice to you is not to let your business get caught up in embracing random ideas – at least not without some initial analysis being conducted to determine the likelihood of success. Failed initiatives are costly at several levels. Every sound business initiative begins with a solid strategic plan.
Harvard Business Review
DECEMBER 22, 2011
In his McKinsey Award winning 2010 HBR Article, " How Will You Measure Your Life? Clay Christensen writes, "Your decisions about allocating your personal time, energy, and talent ultimately shape your life's strategy." Some people may get lucky, but most successful people I know work hard. The bad news is that you're lost."
Harvard Business Review
DECEMBER 29, 2010
Our soon ending year, 2010, has been fascinating. I've also had the chance to experience the world of venture capital investing through the small fund that our team in Singapore manages on behalf of the Singapore government. Big companies began to attempt to manage innovation in a systematic way.
Harvard Business Review
MARCH 22, 2011
HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. To launch HP's big new businesses, the company's managers took rigorously logical steps. in 2010, and HP has been criticized for a decade-long R&D slide. And by making little bets.
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