Joseph Lalonde

JANUARY 3, 2015

Clayton Christensen, a Harvard Professor says that only few people tend to hurt others and be dishonest in the initial stages of their career. Throughout his professional career Ali has been associated with globally recognized consulting firms, including Pricewaterhousecoopers & Mercer consulting.

Leadership 120

Leadership Short-term Long-term Self-aware 120

N2Growth Blog

JUNE 14, 2010

Why didn’t Folgers recognize the retail consumer demand for coffee and develop a Starbucks type business model? Let’s just take a moment and look at a few notable examples of what happens to companies that become complacent…Why didn’t the railroads innovate? Why didn’t IBM see Dell coming?

Business Model 361

Business Model Blog Disruptive Innovation Brand 361

Harvard Business Review

OCTOBER 26, 2012

My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? Clay observed that few people, if any, intend at the outset of their career to behave dishonestly and hurt others. But then, Christensen says, they started making exceptions to the rules "just this once.".

Christensen 15

Christensen Self-aware Short-term Long-term 15

Harvard Business Review

OCTOBER 19, 2012

The obvious targets were people in the field of innovation — those working in strategy, R&D, business development, and entrepreneurship. My own publisher, HBS Press, published two the very same month as my book — one of them co-authored by heavyweight Clay Christensen. The demand for my ideas surged and soon went global.

Succession 17

Succession Diversity Open-book Innovation 17

The Horizons Tracker

FEBRUARY 2, 2020

Qatar Foundation Research, Development and Innovation strives to develop innovative solutions, both for the unique challenges faced by the nation, but also those of the wider world. Institutional advantage. Curating inspiration. So what lessons can be learned from both countries?

Resources 89

Resources Innovation GDP Education 89

Harvard Business Review

AUGUST 4, 2014

Why are some brands able to be at once both global and local — to successfully seize the energy of grassroots movements and at the same time leverage corporate assets on a massive scale — while others only come off as artificial and pandering? American Express has developed “Small Business Saturday.” The contrast is stark.

Media 8

Media Marketing Strategy Groupthink Kaplan 8