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 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

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

SEPTEMBER 11, 2015

Today, many high-profile companies— Cisco , Google , IBM , Samsung , Siemens , Disney , Volkswagen and Deutsche Bank , to name a few—contain such roving consulting groups to help solve the most critical strategy and operations problems throughout the business. ” We do not execute a central mandate (e.g.,

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JANUARY 24, 2011

Then Burda and Sulzberger leave the stage and are replaced by a panel featuring a couple of media executives plus Google's Nikesh Arora (who I guess is a media executive too), LinkedIn founder Reid Hoffman, and venture capitalist (and Facebook investor) Jim Breyer. How do you survive such a seemingly unending series of waves?

Disruptive Innovation 14

Disruptive Innovation Venture Capitalist Innovation Christensen 14

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.

Christensen 11

Christensen Technology Drucker Learning-by-Doing 11

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. product vs. operational) and referenced the same stages (e.g. ideation” and “rapid prototyping”).

Innovation 9

Innovation Metrics Christensen Workshop 9

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. Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

DECEMBER 10, 2010

Being able to execute on an idea - transforming blue-sky notions into tangible offerings — is the other half of the innovation equation. Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking.

Innovation 15

Innovation Chief Operating Officer Christensen Objective 15

Harvard Business Review

APRIL 26, 2011

But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. 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. But I urge companies to consider three things.

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

OCTOBER 19, 2012

The book did quite well — it has been translated into 18 languages at this point, become part of the ongoing innovation dialogue, allowed me to present ideas to executives across the world, and to build a unique consulting firm with clients on six continents. They partnered up with IBM to develop OS/2 , and decimated the Windows team.

Succession 16

Succession Diversity Open-book Innovation 16

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 8

Company Ries Maturity Innovation 8

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 413

Blog Innovation Strategic Planning Brand 413

Harvard Business Review

JANUARY 10, 2013

Harvard Professor and Innosight cofounder Clayton Christensen alerted the world to the pattern of disruptive change almost two decades ago. Academics and practitioners have built on Christensen's work to develop robust frameworks that can help leaders to spot disruptive developments early and respond appropriately.

Trends 8

Trends Disruptive Innovation Christensen Business Model 8

Harvard Business Review

JANUARY 30, 2013

In fact, Amazon was only operating at such a high burn rate because it could. There are lots of corporate executives who think they know better than Wall Street. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Most turn out not to.

Training 9

Training Bond Christensen Long-term 9

Harvard Business Review

DECEMBER 31, 2012

R&D and product development launch products that receive tepid responses. In doing research for my book , I found that companies who are attracting buyers in today's hyper-connected world are developing new approaches and competencies that focus on one thing: customers. Find your customer product developers. out of 5 to 4.5.

CEO 8

CEO Airlines Marketing Software 8

Harvard Business Review

DECEMBER 7, 2012

In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. Clayton Christensen has nicely described how the very things that made a company successful, including its efficiency, can also cause it to become obsolete when it's unable to adapt to disruptive change.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8

Harvard Business Review

MAY 8, 2017

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. He got the top job because of that, and then as CEO he accelerated cloud-business development to make it the company’s primary strategy.

Franchising 14

Franchising CEO Business Model Strategy 14

Harvard Business Review

SEPTEMBER 10, 2015

As Clayton Christensen and many others have demonstrated , the management practices prevailing in most companies tend to stifle any dialogue on ideas that arise from the shop floor or the front line. Many attempts to introduce distributed management fail because executives and directors take themselves out of the equation.

Proposal 8

Proposal Self-aware Engineering CEO 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. For each segment, there may be only three or four jobs to be done that are crucial.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 8

Management Balanced Scorecard NPV Article 8