Mills Scofield
APRIL 15, 2014
When we don’t trust, we exert a lot of energy to keep up our guard, to continually assess and verify. This uses a lot of energy and time. When we trust, we re-allocate that energy and time to getting things done and making an impact. Being vulnerable is a way to preserve energy. CS : Knowing when to stop is key.
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
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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.
Harvard Business Review
FEBRUARY 10, 2011
These printing retrofits save clients up to 30 percent of their document-related costs. In addition to using less energy to run machines, slashing paper use also saves large amounts of energy and water upstream in the paper production process. From waste hauler to energy company — that's a transition for sure.
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.
Harvard Business Review
MAY 9, 2014
Think of the famous idea from Clayton Christensen of trying to disrupt or cannibalize your own business before someone else does. Companies (and homes) that generate their own onsite energy will be able to literally weather storms better than competitors. Fast feedback and failure. It’s not easy to say, but let’s avoid finding out.
Harvard Business Review
AUGUST 23, 2011
I heard people from all over the world arguing that the US government needs to grab the bull by horns, insert itself much more aggressively in economic planning, and start directing American economic resources to "new growth industries" such as clean energy , high-tech manufacturing, or advanced healthcare solutions.
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