2011 Christensen Innovation Operations 
N2Growth Blog
JUNE 14, 2010
Few things are more critical to your efforts in increasing your revenue growth and corporate sustainability than understanding the value of disruptive innovation. So why do so many established and often well managed companies struggle with disruptive innovation? or my personal favorite, “We need to focus on our core business.&#
N2Growth Blog
JANUARY 13, 2011
As a result of our conversation, I decided to dust-off an old post, give it a few updates, and pass along my thoughts, which can be best summarized as “ Ideas Don’t Equal Innovation. “ It is my hope to help dispel the myth that ideas are inherently good things.
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Harvard Business Review
AUGUST 23, 2011
In the second quarter of 2011, China's Gross Domestic Product (GDP) growth slowed to 9.5%. Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. Such a dynamic is antithetical to effective innovation. That was down from 9.7%
Harvard Business Review
FEBRUARY 14, 2012
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. Many organizations still operate by Porter's Value Chain model , where Z follows Y, which follows X.
Chart Your Course
JUNE 30, 2016
Ineffective companies operate only from the other two layers. Drive: The Surprising Truth About What Motivates Us (2011). The Innovator’s Dilemma (1997). Christensen. According to Sinek, great companies and leaders start with the “Why” layer. By Daniel H. By Clayton M. Human Resource Champions (1996).
Harvard Business Review
MARCH 21, 2011
But because we failed to hammer out exactly how we would operate (including our respective roles and responsibilities), infighting distracted from operating, cash became a concern, and the business slowly, then quickly, imploded. My husband and I lost a painful lot of money. It was devastating. Lesson 2: Establish rules of engagement.
Harvard Business Review
MAY 8, 2017
Whereas most business lists analyze companies by traditional metrics such as revenue or by subjective assessments such as “innovativeness,” our ranking evaluates the ability of leaders to strategically reposition the firm. Clay Christensen , Professor at Harvard Business School and Innosight co-founder.
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