2011 Christensen Operations 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. Does your organization focus more on process than success? Are any of your executives thought leaders? Are employees who point out problems looked down upon?
Harvard Business Review
AUGUST 16, 2011
This is the essence of Groupon's declaration last week that it will remove the controversial accounting metric called Adjusted Consolidated Segment Operating Income (ACSOI) from its financial statements. In the first quarter of 2011, Groupon posted a net loss of $113.9 In fact, we are really losing a lot of money.".
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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. Essentially, if you know what it takes to be successful, then execute a deliberate strategy and do it aggressively.
Chart Your Course
JUNE 30, 2016
Ineffective companies operate only from the other two layers. Drive: The Surprising Truth About What Motivates Us (2011). 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.”. By Daniel H.
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. Deliverables, benchmarks, deadlines, and success metrics must be incorporated into the plan. Failed initiatives are costly at several levels.
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. Being big was in itself a mark of success. They get it. They live it. Conversations, not chains.
Harvard Business Review
MAY 8, 2017
But when you look more deeply into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. How successful has the company been at creating new products, services, and business models? Scott Cook , founder and chairman of Intuit.
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