LDRLB

MAY 26, 2014

One of the things I think is most interesting is there’s a lot of old models of innovation and of strategy that I won’t say they don’t necessarily apply anymore, but they apply to very, very, almost static markets. In that sense, the Christensen solution has become counterproductive; in fact, it’s become dangerous.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Deming Institute

JANUARY 19, 2017

In Clayton Christensen’s new book, Competing Against Luck , the authors delve into the importance of gaining a deep understanding of what your customers desire. Edwards Deming and Clayton Christensen understand that the customer is part of the system in a way that most others don’t appreciate. I strongly recommend it.

Deming 28

Deming Christensen System Innovation 28

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” No, it’s to maximize shareholder value. And short-term numbers at that.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

APRIL 25, 2016

It’s even become a noun of sorts — uberization — which people use to describe a disruptive change to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).

Organization 8

Organization Airlines Constraint Power 8

Harvard Business Review

MAY 12, 2015

When they are strong, as in the airline and hotel industries, almost no company earns an attractive return on investment. Rapidly responding to ever-evolving competitive and market changes (perhaps a reference to Rita McGrath and Ian McMillan’s 1995 article on innovation strategy “Discovery Driven Planning” ).

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

OCTOBER 3, 2011

The irrational behavior that Apple products provoke represents the piece of the product puzzle that only Apple has uncovered in the mobile-phone market. To understand why Apple's crazy culture is so important, it's necessary to revisit two of marketing's most important contributions. good terms and conditions, excellent delivery).

Levitt 14

Levitt Succession Wireless Franchising 14

Harvard Business Review

MAY 28, 2015

Managers constantly try to fit new market needs to existing processes and routines. And then the innovators improve the technology steadily over time, allowing it to serve more and more of the overall market, which causes great trauma for incumbents who stuck to their legacy ways of doing things. Several U.S.

Technology 8

Technology Depreciation Christensen Short-term 8