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 10

Christensen Technology Drucker Learning-by-Doing 10

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. It's the paradox that plagues managers of successful firms, tempted to make all the right decisions, right up until they're flung off a cliff.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

MARCH 16, 2018

Note especially the brave, innovative management reflected in social enterprises such as the Sampark Foundation , where Vineet Nayar, former CEO of HCL Technologies, is on a mission to inspire kids in rural India to learn how to think and invent like frugal innovators. All these sparks of activity are generating heat and light.

Drucker 11

Drucker Long-term Short-term Decentralization 11

Harvard Business Review

NOVEMBER 13, 2012

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." If you cut through Clayton Christensen's management classic The Innovator's Dilemma , the root cause of failure in the face of disruptive change is the resource-allocation process.

Christensen 8

Christensen Middle Management Short-term Long-term 8

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. Good managers are able to get people to speak honestly and use disagreements to reach more-considered decisions.

Creativity 11

Creativity Team Christensen Innovation 11

Harvard Business Review

FEBRUARY 25, 2014

Develop deep expertise — your best risk-mitigation strategy . The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

JANUARY 23, 2015

’ It also answers the fundamental questions every manager must ask: How do we make money in this business? ” Firmly in the “a business model is really a set of assumptions or hypotheses” camp is Alex Osterwalder, who has developed what is arguably the most comprehensive template on which to construct those hypotheses.

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). When strategy execution moves too far away from the initial strategy, the link between the plan and reality is broken, resources are wasted, and the organization lacks guidance.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

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. Be resourceful. Start with relentless punctuality. Ask questions — good ones.

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 9

Company Ries Christensen Innovation 9

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.

Consultative 8

Consultative Definition Christensen Constraint 8

Harvard Business Review

DECEMBER 29, 2010

I've also had the chance to experience the world of venture capital investing through the small fund that our team in Singapore manages on behalf of the Singapore government. Big companies began to attempt to manage innovation in a systematic way. And India's nation of entrepreneurs is driving change in market after market.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

APRIL 25, 2016

It’s even become a noun of sorts — uberization — which people use to describe a disruptive change to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).

Organization 8

Organization Airlines Constraint Power 8

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. Managers constantly try to fit new market needs to existing processes and routines. From the perspective of how the resources in an organization are deployed and how its processes are organized, this makes sense. But sometimes you just have to bite the bullet.

Technology 8

Technology Depreciation Christensen Short-term 8

N2Growth Blog

JANUARY 13, 2011

Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, taint the brand, adversely affect external relationships, and cause a variety of other problems for your business. It should be developed as a solution to a problem or to exploit an opportunity.

Blog 413

Blog Innovation Brand Strategic Planning 413

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 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 8

Innovation Metrics Christensen Workshop 8

Harvard Business Review

JANUARY 3, 2017

This means that in many businesses, digital technology will complement and alter the incumbents’ existing resources and capabilities, but it certainly won’t always entirely replace them altogether. Consider the management consulting industry. It has been a stable and quite homogeneous industry for many decades.

McCallum 11

McCallum Competitive Advantage Consultative Business Model 11

Harvard Business Review

JANUARY 2, 2013

We seed our organizations with resources — people, capital, and equipment — and those resources have productive value in certain areas. Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion.

Innovation 8

Innovation Execution How To Ries 8

Harvard Business Review

JANUARY 26, 2012

An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. A key constraining resource in traditional venture is a VC investor's time. In November 2005, Paul Graham wrote an essay titled " The Venture Capital Squeeze."

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

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

MARCH 16, 2012

Human Resources" have changed when most of the people who create value for your organization are neither hired nor paid by you. And as we discussed in part two of the series, shared purpose allows many communities to engage with you — without you having to invest resources in controlling their actions. What could you do together?

Christensen 15

Christensen Business Model Decentralization Innovation 15

Harvard Business Review

FEBRUARY 15, 2012

The company's core control mechanisms — the means by which it decides how to allocate resources, start and stop projects, and so on — were organized to do one thing: minimize mistakes. But companies that follow this approach don't develop a capability to create new growth businesses. The answer we came to was a simple one.

Innovation 14

Innovation Gilbert Govindarajan Christensen 14

Harvard Business Review

AUGUST 8, 2014

In the The Capitalists Dilemma, Clay Christensen and Derek van Bever suggest that leaders have been trained and socialized to their role as capitalists, and thus come to rely too heavily on familiar and traditional finance principles. Human resources Leadership Talent management'

Charan 13

Charan Finance Human Resources Supply Chain 13

Harvard Business Review

JUNE 23, 2015

No ring-fenced resources to pursue innovation. Rather, leaders hoping to boost their ability to drive growth through innovation need to simultaneously direct it strategically, pursue it rigorously, resource it intensively, monitor it methodically, and nurture it carefully. And that was it. No tools or training. No special incentives.

Innovation 8

Innovation Company Six Sigma Constraint 8

Harvard Business Review

DECEMBER 7, 2012

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. A healthier approach also means managing acceptable losses.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8