Harvard Business Review

JANUARY 2, 2013

Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. It's why Christensen's Innovator's Dilemma is so difficult to overcome. Without a senior executive taking an active role in a project to overcome organizational antibodies, even the most thought-through plans can fail.

Innovation 9

Innovation Execution How To Ries 9

Harvard Business Review

OCTOBER 20, 2014

Have you mastered the five skills that distinguish innovative entrepreneurs and executives from ordinary managers? In this interactive Harvard Business Review webinar, Dyer describes these five key skills and explains how managers can develop them.

Disruptive Innovation 8

Disruptive Innovation Innovation Skills Webinar 8

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

NOVEMBER 24, 2017

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. The gap between strategy and the execution of that strategy is often referred to as “ strategic dissonance.” The Gap Between Strategy and Execution.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. By Jeff Dyer, Hal Gregersen, and Clay Christensen. The Innovator's DNA shows readers how to develop these core skills and use them in combination to generate new ideas.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

AUGUST 16, 2011

Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. The best way to manage a fledgling business is for managers to be impatient for profit but patient for growth.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

APRIL 3, 2017

But their way of thinking about prosperity also offers direction for any managers who want to work harder to make the world better off: your mission is to imagine, develop, and launch more life-improving solutions, especially the kinds of goods and services that improve ordinary people’s lives. Many minds make lighter work.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

DECEMBER 7, 2018

Research suggests that eliminating unwarranted variations in medical care can reduce the cost of patient management by at least 35 percent. That will require executives of health care providers and the entire medical community to embrace, at scale, four pillars of care. As Harvard Business School professor Clayton M.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

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. The other article reached executives around the globe through publication in the HBR's print magazine. The pace of disruption is changing.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

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. HBR's 90th Anniversary: Why Management Matters. More >>.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

OCTOBER 26, 2012

This happened to me in 1988, when I was an executive vice president at Honeywell, en route to the top. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? 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

JUNE 28, 2018

For instance, a recent study of 100 product development teams found that two common disruptors of team harmony, namely diversity and task uncertainty, were positively associated with creative performance. How Senior Executives Find Time to Be Creative. You and Your Team Series. Thinking Creatively. Emma Seppala. David Livermore.

Creativity 13

Creativity Team Christensen Innovation 13

N2Growth Blog

JANUARY 13, 2011

You see, while creativity is a clearly a valuable asset, unbridled creativity where random, disparate ideas abound outside of a sound decisioning and execution framework will create distraction and chaos much more often than they will lead to innovation. It should be developed as a solution to a problem or to exploit an opportunity.

Blog 384

Blog Innovation Strategic Planning Brand 384

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

OCTOBER 1, 2012

Mature corporations are designed to execute on the science of delivery — not engage in the art of discovery. They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

JULY 11, 2016

I consulted 20 professionals who have worked with or supervised interns in higher education, business, law, and nonprofits, and compiled the most valuable advice for interns from their stories, my own observations, and management literature. Ryan, an executive in a municipal government, says, “Always be on time. Be resourceful.

Critical Success Factor 8

Critical Success Factor Ryan Christensen Advice 8

Harvard Business Review

APRIL 30, 2014

If it’s the former, that question you raised will be carefully considered and may trigger ongoing discussion — and possibly action — by the company’s managers and leaders. Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen.

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

NOVEMBER 13, 2012

An acquaintance of mine (let's call him George) is an acknowledged thought leader on a topic that the senior-most executives at a particular company had placed high on their agenda. But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like "a silicon chip supplier."

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. It’s not easy for big companies to innovate. global information solutions company.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

JANUARY 3, 2012

This kind of disciplined approach works very well when companies have knowledge that lets them be precise in their analysis, and executives have the relevant domain experience to make informed decisions. Applying this same discipline to nascent opportunities in new spaces can be disastrous. Then, the bar goes up.

Stage-Gate 15

Stage-Gate Due Diligence Disruptive Innovation Document 15

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

SEPTEMBER 17, 2013

As Clay Christensen and colleagues point out in the latest issue of HBR , the consulting industry is ripe for disruption. In many other cases, however, the shielding of consultants from the responsibility to achieve results is potentially dangerous both to the consultants and to the managers who hire them. Execution Strategy'

Consultative 8

Consultative Definition Christensen Constraint 8

Harvard Business Review

OCTOBER 25, 2011

While it's written from my perspective, he was central to the development of the idea. Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation. Finally, assess the level of time you're willing to put into developing this person.

Mentor 15

Mentor Christensen Incubator Learning-by-Doing 15

Harvard Business Review

SEPTEMBER 20, 2013

Fortunately, the organizations that took the effort to truly understand the value of their data were able to execute appropriately. For example, a product evaluating nonprofit organizations may be highly useful to a wealth manager seeking to help his client to select a charity as part of a value-added tax efficiency service.

Execution 8

Execution Metrics Content Christensen 8

Harvard Business Review

MARCH 7, 2012

For example, an executive in his mid-thirties and in a career transition began by asking "How can I make a bucket of money?" Several years ago Clayton Christensen (author of The Innovator's Dilemma ) and colleagues at Innosight coined the phrase "jobs-to-be-done" as part of a methodology they use to build new billion dollar businesses.

Disruptive Innovation 16

Disruptive Innovation Innovation Christensen Long-term 16

Harvard Business Review

JANUARY 3, 2017

Consider the management consulting industry. Therefore, they made the strategic decision to not rely on digital technology, but rather invest heavily in old-school getting-to-know-people: they developed a team of about 20 partners who maintain relationships and interact on a regular basis with about 700 consultants and over 300 major clients.

McCallum 13

McCallum Competitive Advantage Business Model Consultative 13

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Firing hundreds of employees, upsetting your core business’ distribution partners, writing off billions of dollars of investment — these things are difficult for managers to even contemplate, and with good reason. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

MAY 30, 2013

He had developed an extensive plan, and had the promise of grant money behind him. It''s not about price, or code, or agile development. He is currently creating new businesses inside the Hearst Corporation, where he''s been driving the development of Manilla.com for almost 2 years. Patient capital. or you might not.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. Yet these executives also had an outsider role where they worked on an emerging growth business or consciously explored external opportunities, giving them critical distance from the core.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

MARCH 22, 2011

Ned Barnholt is the former CEO of Agilent Technologies, the measurement company, and these days he's one of the more respected executives in Silicon Valley. HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. HP rise had been remarkable.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

JANUARY 3, 2014

Some may have short onboarding programs for new employees; at best some multinational companies will budget similar training budgets as in their developed market businesses. By finding high potential candidates early, companies can develop them for many years before bringing them onboard. Global business Talent management'

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

APRIL 26, 2011

All the techniques and mental tricks executives develop over time to run established businesses can be completely counter to what is needed to successfully innovate. If they don't, but they have time to develop them, that might be OK. If they don't and you are about to enter the Stanley Cup finals, be prepared for a bruising. *

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

NOVEMBER 21, 2012

In this month's HBR magazine , Clayton Christensen and I explained how corporate executives and strategists can use a framework to evaluate the speed and scope of disruption. Instead, I am writing this story to urge managers of decades-old businesses to use strong business theories to evaluate threats and maneuver accordingly.

Retail 9

Retail Apparel Christensen Discount 9

Harvard Business Review

JANUARY 8, 2015

But it’s familiar territory to innovators, who’ve spent decades wrestling with the problem of how to manage uncertainty when there is little to guide them in getting their new offering to a new audience or market. Our favorite way to think of this is in terms of what Clay Christensen has famously called the “ job-to-be-done.

Innovation 8

Innovation Business Model Uncertainty Advertising 8

Harvard Business Review

SEPTEMBER 20, 2011

It is Clayton Christensen 's innovator's dilemma incarnate, and Netflix is very publicly trying to solve it. The vast, vast majority of these are for software development of one sort or another to support the streaming business. It's hard to know if this document reflects reality. First, it's so thorough and consistent in its message.

Disruptive Innovation 14

Disruptive Innovation Innovation Long-term Christensen 14

Harvard Business Review

DECEMBER 1, 2015

The goals vary, but this is the first time in history that every country will agree to manage its emissions. But, as climate policy expert Aimee Christensen pointed out to me, “the recent momentum going into Paris is primarily driven by the improving economics of action (e.g., For example, the U.S. as a whole has committed to.

Conference 8

Conference Supply Chain Commitment Energy 8

Harvard Business Review

JUNE 12, 2013

In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment. This then allows the development of specific solutions for each segment. They just ignored them.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8