The Horizons Tracker

FEBRUARY 22, 2022

The late Clay Christensen famously argued that we tend to hire products and services to help us get jobs done, and the key is, therefore, to understand whether a new technology helps do that or not.

Stephenson 100

Stephenson Wireless Christensen Automotive 100

Harvard Business Review

DECEMBER 7, 2018

The transformation of health care continues at a rapid pace, bringing opportunities and challenges for health care providers to deliver improved clinical outcomes at lower costs. Their conclusion: the expansion of precision medicine could have a major impact on outcomes and costs. Why Medicine Needs to Become More Precise.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

Tony Mayo

JULY 26, 2010

Christensen titled, “ How Will You Measure Your Life? &# Along with plenty of great advice for new graduates he shared some keen insights on executive coaching. He emphasizes finding the right metrics, efficiently allocating resources and thinking about marginal costs.

Executive Coaching 113

Executive Coaching Execution Mayo Strategy 113

Harvard Business Review

SEPTEMBER 4, 2017

Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. For the everyday student of business history, this might be unsurprising.

Christensen 8

Christensen Finance Innovation B2B 8

Mills Scofield

APRIL 15, 2014

Basically, we are saying, “I won’t use resources on this because the pain of being vulnerable ‘costs’ less than the cost of NOT applying my resources elsewhere.” Being vulnerable is a way to preserve energy. ” For instance, choosing an instrument (or a profession) is a kind of vulnerability.

Efficiency 132

Efficiency Energy Senge Resources 132

N2Growth Blog

JUNE 24, 2014

Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear. WHAT IS A DISRUPTIVE INNOVATION?

Disruptive Innovation 306

Disruptive Innovation Consultative Innovation Christensen 306

Harvard Business Review

AUGUST 11, 2014

Clay Christensen, the innovation expert, advocates instead the approach taken by Wharton, which has made MOOCs out of all its core courses. Second, factoring in cost makes online technology much more competitive.And Point : Cost pressures dont matter at leading business schools. But I dont have to. Business education'

Christensen 15

Christensen Education Discount Class 15

Harvard Business Review

NOVEMBER 18, 2015

That’s no surprise, since Clayton Christensen co-founded our company in 2000, five years after his Harvard Business Review article with Joseph L. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? The rest, of course, is history.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

AUGUST 16, 2011

ACSOI essentially measures Groupon's profits before subtracting its subscriber-acquisition costs and stock option-based compensation. Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

SEPTEMBER 12, 2012

The work of two of the most important scholars in the field, Clayton Christensen and Richard N. One of the key tipping points in a market occurs when a company, in Christensen's language, overshoots a given market tier by providing them performance that they can't use. Foster , suggests considering five questions: 1.

System 15

System Christensen Disruptive Innovation Telecommunications 15

Harvard Business Review

NOVEMBER 5, 2012

For me and many other physicians, reading " Will Disruptive Innovations Cure Health Care " by Clayton Christensen, Richard Bohmer, and John Kenagy in the September-October 2000 issue of Harvard Business Review was like having a light turned on. That seemed like a losing strategy to most of my colleagues.

Disruptive Innovation 15

Disruptive Innovation Health Care Innovation Christensen 15

Harvard Business Review

JANUARY 13, 2014

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. No, it’s to maximize shareholder value.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

Harvard Business Review

JUNE 7, 2012

A result that is exacerbated by the simultaneous decrease in the cost of innovation and the rise of new approaches, like Y Combinator's systematic incubation factory, Kickstarter's crowd-funding platform, and super angels like Ron Conway. A related possibility is that a majority of venture capitalists use flawed theories of startup success.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 15

Harvard Business Review

MARCH 20, 2012

The shift helps customers reduce their environmental impacts and costs by cutting back on paper, energy, and waste. As the great guru on innovation Clayton Christensen has said, we base our thinking on "an assumption that the status quo in the business will maintain itself into the future. But the present status quo.is

Positioning 14

Positioning Christensen Business Model Innovation 14

Harvard Business Review

JUNE 7, 2012

A result that is exacerbated by the simultaneous decrease in the cost of innovation and the rise of new approaches, like Y Combinator's systematic incubation factory, Kickstarter's crowd-funding platform, and super angels like Ron Conway. A related possibility is that a majority of venture capitalists use flawed theories of startup success.

Venture Capitalist 13

Venture Capitalist Christensen Incubator Porter 13

Harvard Business Review

JULY 22, 2011

To appreciate the truth of this claim, it's vital to understand one of Clayton Christensen's theories on marketing and product development: Jobs-to-be-done. I could substitute a free cup of coffee from my own office, which would provide my much-needed caffeine at no cost. As an online storefront it had a fundamental advantage.

Christensen 16

Christensen Disruptive Innovation Price Business Model 16

Harvard Business Review

NOVEMBER 1, 2012

Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR. Christensen and Bower's article offered the counterintuitive notion that great companies fail for the same reasons they initially experience success. Nevertheless, we steadfastly supported the venture.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

MARCH 2, 2011

Regulations and reimbursement systems currently trap in high-cost venues much care that could be provided in lower-cost, more convenient business models. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D., Christensen is a professor at Harvard Business School. and Jason Hwang M.D.

Health Care 15

Health Care Disruptive Innovation Christensen Business Model 15

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. They can charge more, cover their costs, and adapt. Initially, Christensen claimed that the disruptions he observed occurred over the course of 10-30 year cycles.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

SEPTEMBER 27, 2013

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Efficient-sustaining innovation is essentially cost-cutting, and should be the easiest of all four categories to predict. Costs are concrete and immediate.

Innovation 8

Innovation Marketing Disruptive Innovation Discounted Cash Flow 8

Harvard Business Review

JANUARY 23, 2015

What is the underlying economic logic that explains how we can deliver value to customers at an appropriate cost?” This approach begins by focusing on the customer value proposition — what Christensen calls the customer’s “job-to-be-done.”

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

FEBRUARY 10, 2011

These printing retrofits save clients up to 30 percent of their document-related costs. For Waste Management's part, the story their execs told was similar but goes beyond cost savings and has a measurable financial upside. And the sustainability story is significant.

Productivity 15

Productivity Products Christensen Document 15

LDRLB

MAY 26, 2014

In that sense, the Christensen solution has become counterproductive; in fact, it’s become dangerous. We talk about companies … Citibank is a good example of this; AT&T is another good example of it … who- Relatively low cost, low risk things you can do. If you follow his advice, you’re going to wait too long.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. And use a business model with structural cost advantages (relative to existing solutions). New technologies, combined with business model innovation, provide the structural cost advantage necessary to take large chunks of the market over time.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

AUGUST 1, 2012

As recounted in Kahneman's recent book, Thinking, Fast and Slow , one study found that the typical homeowner expected their home improvement projects to cost about $19,000. The average actual cost? Innosight cofounder Clayton Christensen memorably termed this the "growth-gap death spiral" in his 2003 book The Innovator's Solution ).

Innovation 14

Innovation Planning Kahneman Tversky 14

Harvard Business Review

DECEMBER 25, 2013

The hope was their lower cost structure and focus on convenience and price transparency — two things sorely lacking in traditional health care — would engender radical changes. When retail clinics entered the U.S. health care market more than a decade ago, they were greeted with high expectations. Ultimately, as long as the U.S.

Health Care 8

Health Care Retail Disruptive Innovation Market Segmentation 8

Harvard Business Review

MAY 28, 2015

The more fundamental the break from the previous technology, the greater the switching costs. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock. And once investments are fully depreciated, they have a habit of hanging on by virtue of marginal costing.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

AUGUST 23, 2011

Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. However, it will not succeed here.

GDP 13

GDP Christensen Disruptive Innovation Business Model 13

Harvard Business Review

SEPTEMBER 25, 2013

Because you want to be part of the solution to the health-care-cost problem, you have signed contracts with payers that reward your institution or system for reducing the costs of care. These same contracts require you to pay a penalty if the costs of care go up more than inflation.

Organization 8

Organization Health Care Christensen Innovation 8

Harvard Business Review

JUNE 28, 2018

Conversely, when teams and organizations enjoy too much harmony, they will gravitate toward inaction and complacency, which, as Clayton Christensen noted 20 years ago in The Innovator’s Dilemma , will breed decline and extinction.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

JUNE 24, 2013

If you are inside a big company, profit-draining ventures are typically early sacrifices in corporate cost-cutting exercises. How will you generate enough transactions to cover the fixed costs involved in running your business? Why then do so many people doggedly focus on growth? Big events are endlessly discussed and analyzed.

Venture Capitalist 8

Venture Capitalist Supply Chain Long-term Christensen 8

Harvard Business Review

SEPTEMBER 20, 2011

You could tell by the language he used: "So we realized that streaming and DVD by mail are becoming two quite different businesses, with very different cost structures, different benefits that need to be marketed differently, and we need to let each grow and operate independently.". The answer to both questions is yes.

Strategy 10

Strategy Christensen Price Engineering 10

Harvard Business Review

JANUARY 26, 2012

An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. Graham argued that the proliferation of money combined with the decreasing costs to start a business were making the VC job more difficult, prophesying significant changes for the industry.

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Harvard Business Review

OCTOBER 11, 2013

the current cost premium for an AmLaw 20 firm relative to, say, an AmLaw 150 or 200 firm is typically far more than 30%. Factoring in lower hourly rates as well as the greater efficiency most clients say the other firms deliver, we are likely talking about an overall cost premium in the 60+% range. Moreover, in the U.S.,

Sample 8

Sample Survey Christensen Efficiency 8

Harvard Business Review

SEPTEMBER 30, 2011

There are three founding partners : Clayton Christensen, Matt Christensen, and me. A low-end, low cost way of beginning to make this change is to invert our individual listening/talking ratio. When we meet with prospective investors, I don't speak much, and for good reason. When Clay is in the room, people want to hear from him.

Christensen 15

Christensen Sports Disruptive Innovation Learning-by-Doing 15

Harvard Business Review

APRIL 30, 2014

Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen. A leader who questions well won’t just ask highly-practical, interrogative queries ( How much is it going to cost us?

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

MARCH 1, 2017

In early 2016 some numbers surfaced at a few of the Dorchester Collection’s luxury hotels that caught leadership’s attention: Complaints about our laundry service were on the rise, as was the cost of compensating guests for damage to their clothes. One hotel had to replace a fabulously expensive Givenchy evening gown.

Hotels 8

Hotels Fashion Budgeting Retail 8