Harvard Business Review
OCTOBER 24, 2011
As a business researcher, I was particularly interested in this recent article that referenced from his biography a list of Jobs's favorite books. There's one business book on this list, and it "deeply influenced" Jobs. That book is The Innovator's Dilemma by HBS Professor Clay Christensen. They're freaks." And he did.
Harvard Business Review
NOVEMBER 23, 2010
The Conversation Blogs The Conversation Artisans Must Balance the Books 8:12 AM Tuesday November 23, 2010 by Ndubuisi Ekekwe | Comments () Email Tweet This Post to Facebook Share on LinkedIn Print The boy was 11 years old when his father took him to live with a kinsman, a businessman with many shops in Lagos, Nigeria.
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Harvard Business Review
SEPTEMBER 4, 2017
Yet, despite the fact that all of our guests across our 18 sessions (and counting) have embraced these truths, the average result of such commitments to innovation seems to have been tenuous. But the corporate innovators we’ve talked to all know that. They’ve read Christensen’s book The Innovator’s Dilemma.
Harvard Business Review
DECEMBER 7, 2010
Capital investment and operating expenses are high because cooking equipment and raw materials must be the best: wines devour working capital, the kitchen and serving staff must be paid handsomely, and crystal glasses and crockery will break. Operating such restaurants is expensive. Why can't more companies do the same?
Strategy Driven
MARCH 18, 2011
This book helps you identify your firm’s distinctive blend of strategic direction and differentiated capabilities that give you the ‘right to win’ in your chosen markets. Achieving coherence requires a sharpness of focus that few companies have mastered.
Harvard Business Review
MAY 19, 2016
It became easier and easier for small enterprises to gain customer reach and awareness (along with working capital). In our book Strategy That Works we articulate what those capabilities can look like, how to blueprint and build them, and how to bring them to scale.
Harvard Business Review
FEBRUARY 17, 2012
As product is sold, some of the initial working capital that SHE puts up is paid back, with the entrepreneurs eventually owning their local franchises. In turn, SHE reinvests its profits in new geographies or other disruptive enterprises. I've found," says Scharpf, "that the common language is the one of emotion.".
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