Harvard Business Review

MARCH 7, 2013

Both articles espoused slightly new definitions of disruption, expanding the categorization of the world that Clay Christensen introduced us to more than 20 years ago. Initially, Christensen claimed that the disruptions he observed occurred over the course of 10-30 year cycles. But the path of disruption is not.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

APRIL 26, 2011

He would have to train in completely different ways, and unlearn many of the things that have allowed him to succeed at his chosen sport. A company makes the strategic decision to create a group dedicated to the creation of innovative growth businesses. But I urge companies to consider three things. That's no dig on James.

Sports 13

Sports Christensen Innovation Class 13

Chart Your Course

JUNE 30, 2016

Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). In one of the defining management studies carried out in the 90s, Collins and his team complied a list of 1,435 companies in search of those special few that could truly be called “great.” Ineffective companies operate only from the other two layers.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

MARCH 8, 2011

According to Professor Clayton Christensen's jobs-to-be-done framework, whenever we buy something, we are hiring the product or service to do a job. They invest with companies they fall in love with. At my firm we are invested in Coupang, a social buying company in Korea, much like Groupon or Living Social.

Venture Capitalist 14

Venture Capitalist Christensen Entrepreneur Sports 14

Harvard Business Review

SEPTEMBER 11, 2015

In-house strategy and consulting groups are growing in popularity , supplementing and increasingly winning business from traditional consulting firms such as McKinsey & Company, Boston Consulting Group and Bain & Company. For a company our size, with reported revenue of $24.4 But the key was knowing when to stop growing.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

DECEMBER 7, 2017

But if you’re seeking a CEO for a surgical device company, an MD may not be your best choice. Any less and the company will lose sight of what its customers need; any more and the group will tend to converge on old ideas. Matthew Dent/Getty Images. If you need an appendectomy, call a surgeon. Food and Drug Administration).

Innovation 8

Innovation Project Entrepreneur CEO 8

Harvard Business Review

JANUARY 3, 2017

That’s the reason a company like Uber needs to grow big, fast – and why it’s investors didn’t worry about losing money early on. As a firm, McKinsey finds consulting projects and then matches them with people they have recruited and trained. A company that understood this well is Eden McCallum.

McCallum 13

McCallum Competitive Advantage Business Model Consultative 13

Harvard Business Review

DECEMBER 29, 2010

Silicon Valley remains the global hot spot of innovation, and America continues to churn out innovative companies like Groupon and Bloom Energy. But Eastern companies and entrepreneurs are gaining traction. Chinese companies like BYD are well positioned to lead the electrical vehicle market.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Whether a company is saddled with fixed infrastructure, highly trained specialist employees, or an outmoded distribution system, quickly adapting to new environments is challenging when one or all of those things becomes obsolete.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

AUGUST 27, 2015

This allowed merchants to put their product in locked containers at the point of production — containers which could be efficiently loaded on and off of trucks, trains, and ships. Companies will likely be able to experiment with the shape and size of the cars they make. It was clearly a superior method of managing commerce.

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

MARCH 21, 2011

Because he didn't have any capital, and therefore no leverage, his initial equity stake was small, such that even as the company's valuation increased in subsequent financing rounds, he suffered massive dilution. But the company needs to reach profitability quickly. Start a business, yes. Be discovery-driven, yes.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14

Harvard Business Review

APRIL 15, 2011

We are much more likely to network with those whom we also interact socially, for instance, because our children go to the same school, or because we occasionally train jointly for marathons, than if we simply work together. When he and his son Matt decided to launch Rose Park, a nationwide search for a company president didn't take place.

Christensen 15

Christensen Project Social Capital Banking 15

Harvard Business Review

JANUARY 2, 2013

It's why Christensen's Innovator's Dilemma is so difficult to overcome. So when it comes to innovation, executives are trained to value acquisitions, high profile product launches, and anything else they might use to surprise their analysts; without such surprises they can't generate unforeseen growth and placate investors.

Innovation 9

Innovation Execution How To Ries 9

Harvard Business Review

JUNE 23, 2015

The executive team of a consumer healthcare company had concluded that the rise of new competitors meant the company needed to up its innovation game. The company had spent the past two decades focused on implementing Six Sigma processes across the enterprise and it was primed to execute on the best and smartest ideas.

Innovation 8

Innovation Company Six Sigma Constraint 8

Harvard Business Review

JUNE 9, 2011

The first day of the conference, customer service guru and Zappos chief Tony Hsieh gave his spiel about Zappos being a service company that just happened to sell shoes. The single set of house keys that was somehow still in my purse when I got to Penn Station, with just five minutes to make my train back to Boston. Give them to me.

Conference 15

Conference Mission Statement Christensen Rogers 15

Harvard Business Review

DECEMBER 7, 2012

Before companies could fully recover, massive flooding in Thailand caused further disruptions in Asian supply chains. Total losses from those two disasters were very likely greater than the savings companies had won, over the preceding years, by squeezing out costs and making their supply chains so efficient.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8

Harvard Business Review

DECEMBER 14, 2012

One response by incumbent video game companies has been to shift from the focus on graphics to a focus on interaction, with advances like the Microsoft Kinect and the Nintendo Wii. Instead, companies should extend and even find new jobs customers need fulfilled to expand the reach of their industry, not just their company.

Industry 8

Industry Franchising Christensen System 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. ” (2008), it seems to me, is that it serves as an assessment tool that allows managers and executives to benchmark their organizations against other units and companies. That quality made him (arguably) the quintessential HBR author.

Management 9

Management Balanced Scorecard NPV Article 9

The Horizons Tracker

FEBRUARY 2, 2020

To date, 20 startups have been created and sit alongside over 50 multinational companies, including Cisco, Microsoft, General Electric, and a who’s who of the global oil and gas community. Core sectors. Curating inspiration.

Resources 89

Resources Innovation GDP Education 89

Harvard Business Review

OCTOBER 30, 2013

Although the comparison may seem incongruous, in my life as a management consultant, the phrase “Eddie Would Go” often comes to mind when I look at the way managers and companies make risky, high-stakes decisions. It isn’t something you can easily be trained to have or summon at will. Do you buy that company?

Christensen 8

Christensen Core Competence Brand Price 8