Leading Blog

APRIL 2, 2021

The authors point out that present-forward thinking innovation at most organizations is mostly incremental improvements to what they are already doing. These needed capabilities become your innovation portfolio. Set up an organizational model that protects breakthrough innovation teams from the countervailing influences of the core.

Christensen 397

Christensen Innovation Learning-by-Doing Strategic Planning 397

N2Growth Blog

JUNE 14, 2010

While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. So why do so many established and often well managed companies struggle with disruptive innovation?

Business Model 361

Business Model Blog Disruptive Innovation Brand 361

Harvard Business Review

NOVEMBER 10, 2011

The most punishing innovations, they argued, were the ones that were easy to dismiss at first blush — simple, affordable solutions that took root outside the mainstream market. Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Yet, the innovator's dilemma persists.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

DECEMBER 12, 2013

It was a week before a big innovation conference in Australia in which I was set to debate the negative side of the question: “Would innovation make the world a better or worse place in 2050?” This was innovation all right – an innovation-induced wasteland. The picture surprised me. The thought gives me chills.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

MAY 15, 2014

The pace of innovation is still fast, they say, and we can still expect plenty of technological breakthroughs capable of producing extremely high returns. It’s a lively debate, but here’s the perspective that isn’t being voiced: There’s more to progress than technological innovation. We can make new tools, and we can make new rules.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

JULY 30, 2014

Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Other universities followed.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

SEPTEMBER 10, 2015

Still, the essential concepts behind holacracy offer perhaps the best hope of easing top managers’ stranglehold on companies and, by extension, on innovation. Moreover, instead of conferring authority, the hierarchy establishes an unambiguous sequence of levels of accountability.

Proposal 8

Proposal Self-aware Engineering CEO 8