2011 Christensen Succession Technology 
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?
The Horizons Tracker
FEBRUARY 2, 2020
In the two decades since the institution was forged, they believe that the foundations for success have been established, with the centrepiece being the Education City district that houses the educational, scientific and entrepreneurial efforts of the city. Unlocking human potential. Institutional advantage.
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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.
Harvard Business Review
MARCH 12, 2012
American efforts to jumpstart the development of a cleantech economy have not been wildly successful to date. It was only a few years ago that Governor Deval Patrick poured some $58 million into the company and their much-lauded breakthrough solar technology (String Ribbon).
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
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.
Harvard Business Review
FEBRUARY 14, 2012
Being big was in itself a mark of success. Case in point: Gap missed many of its performance numbers in 2011 by believing that their only interaction with their customers happened at the cash register. That was why Christensen's The Innovator's Dilemma became the bible of the boardroom. Take banking as a visible example.
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