N2Growth Blog

JUNE 14, 2010

So, in today’s post I’ll examine the power of disruption as a key business driver… Disruptive business models focus on creating, disintermediating, refining, reengineering or optimizing a product/service, role/function/practice, category, market, sector, or industry. Do people in your organization laugh at new ideas?

Business Model 361

Business Model Blog Disruptive Innovation Brand 361

Strategy Driven

JUNE 29, 2016

How do organizations achieve longevity, the kind of longevity that survives long past the founder or any particular leader or leadership team? Hence, it is rarely a straightforward process, and if the team is committed to the goals and direction of the entire organization, one no is an inappropriate test of the idea.

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Supply Chain Real Estate Resistance Competitive Advantage 52

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).

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Organization Airlines Constraint Power 8

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. Bower “ Disruptive Technologies: Catching the Wave ” introduced the idea of disruption to the mainstream market. One yes bears watching; two yeses is a standup moment.

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Disruptive Innovation Christensen Levitt Innovation 8

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

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Embrace your organization’s humanity. And short-term numbers at that.

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Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

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Venture Capitalist Christensen Incubator Porter 15

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 12

Venture Capitalist Christensen Incubator Porter 12

Harvard Business Review

DECEMBER 17, 2012

For Clayton Christensen, this is a basic flaw of incumbency. Unfortunately, however, customers for firms serving the mass market, by definition, have largely of middle-of-the-road needs. Unfortunately, however, customers for firms serving the mass market, by definition, have largely of middle-of-the-road needs. It didn't work.

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Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

NOVEMBER 24, 2017

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. Such organizations experience strategic burnout. Such organizations experience strategic burnout. Strategic Boredom (not enough strategic stress).

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Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

FEBRUARY 6, 2014

A “ new model for how winter sports are done” that “feeds an audience hunger for life-treating daredevilry” and drives “ high market penetration and. An innovator develops a solution that trades off raw performance (the way it historically was defined at least) in the name of simplicity, accessibility, or affordability. high dollars.”

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Disruptive Innovation Market Segmentation Christensen Market Penetration 8

Harvard Business Review

OCTOBER 1, 2012

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. So how do you empower your corporate innovators to bring their ideas to market? Would Gerber own today's V8?

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Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

JANUARY 3, 2017

“Digital is coming and it’s coming fast”; “No industry sector is immune to disruption”; “One thing is certain about digital transformation: It will be a big change for your entire organization”; “Digital will disrupt your industry.” And this leads to a very different dynamic in the market.

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McCallum Competitive Advantage Consultative Business Model 10

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.

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GDP Christensen Disruptive Innovation Business Model 12

Harvard Business Review

OCTOBER 26, 2012

As markets rose and bonus pools grew, it was all too easy to celebrate the rising tide of wealth without examining the process that created it. Too many leaders placed self-interest ahead of their organizations' interests, and ended up disappointing the customers, employees, and shareholders who had trusted them.

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Christensen Self-aware Short-term Long-term 13

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. Still, it enabled Medtronic to expand into the Chinese market.

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Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

MARCH 25, 2016

Most large companies seem to have lost the taste for entrepreneurship, their CEOs preferring to focus on using technology to maximize profit from existing businesses, as Clayton Christensen and others have shown, or not to invest at all. Drucker Forum 2016: The Entrepreneurial Society.

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Drucker Long-term Short-term Christensen 8

Harvard Business Review

NOVEMBER 13, 2012

This unnamed company had been the gorilla of its market for the past two decades and had gotten used to throwing its weight around, particularly with suppliers that wanted both the positive reputation effects and the volume that came from serving a market leader. There's nothing wrong with a company being proud of its accomplishments.

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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. Here are three suggestions for making this happen. Set bold but achievable goals. Give the team a chance to settle.

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Creativity Team Christensen Innovation 11

Harvard Business Review

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. ” 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. Insight Center.

Business Model 8

Business Model Drucker Christensen P&L 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. Managers constantly try to fit new market needs to existing processes and routines. They can even require cultural change, which is difficult for established organizations.

Technology 8

Technology Depreciation Christensen Short-term 8

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. Today’s business leaders should take on the role of “being ‘chief question-asker’ for their organization,” says Patnaik. So why open the floodgates?

Company 9

Company Ries Christensen Innovation 9

Harvard Business Review

MARCH 2, 2011

Precise definition of the problem, in this and in every industry, is a prerequisite to the development of a predictably effective solution. Because the high end of most markets is where the most attractive profits are made, serving the most profitable customers. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D.,

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

Harvard Business Review

JANUARY 12, 2012

At any given point in time, the market will find equilibrium. If you are at all familiar with Michael Porter's work , think about this as an industry developing its value chain. However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant.

Technology 14

Technology Retail Supply Chain Business Model 14

Harvard Business Review

MAY 2, 2017

Even organizations that remain headquartered in other cities have set up innovation outposts there in the hope that high-tech silicon dust will rub off on them. And, of course, it looks cool — both inside the organization and to outsiders. Clay Christensen's landmark theory -- in under two minutes. Related Video.

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Innovation Social Capital CRM Tacit Knowledge 8

Harvard Business Review

MARCH 23, 2016

By contrast, disruption, and particularly demand-side disruption of the type put forward by Clay Christensen, is a force that relies on a steady process of picking off one customer at a time. Instead, they lost the market one customer at a time as people found alternatives in the form of digital photography. Conceivably.

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Film Christensen Short-term Software 8

Harvard Business Review

JANUARY 30, 2013

That opportunistic approach to financial markets has defined Amazon since it went public in 1997. Slate's Matthew Yglesias cracked that "Amazon, as best I can tell, is a charitable organization being run by elements of the investment community for the benefit of consumers." billion in bonds the year before). Suria was wrong about that.

Training 8

Training Bond Christensen Long-term 8

Harvard Business Review

MAY 8, 2017

But when you look more deeply into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. That knowledge helped them understand how to make change happen inside an organization. ” Make no mistake, they have substantial relevant experience.

Franchising 14

Franchising CEO Business Model Strategy 14

Harvard Business Review

JANUARY 3, 2014

Our organization focuses mainly on plugging the ‘skills gap’: we identify, train, and place underprivileged youths in emerging industries like the hospitality sector. 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.

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

DECEMBER 24, 2013

According to Clay Christensen and his coauthors Dina Wang and Derek van Bever, the strategy consulting industry is about to blow up the same way the legal world just did. We also found seven other reasons Africa’s economy might leapfrog the economies of more developed nations. Why the Lean Start Up Changes Everything.

Management 17

Management Health Care Middle Management Agility 17

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.

Innovation 8

Innovation Metrics Christensen Workshop 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. This mirrors Hastings's statement about possibly moving too fast.

Disruptive Innovation 14

Disruptive Innovation Innovation Long-term Christensen 14

N2Growth Blog

JANUARY 13, 2011

In fact, it is most often the organizations that demonstrate a “heard mentality&# when rushing to adopt the latest ideas that are the farthest thing away from being innovative. It should be developed as a solution to a problem or to exploit an opportunity. Assess : Put the idea through a risk/reward and cost/benefit analysis.

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Blog Innovation Strategic Planning Brand 413

Harvard Business Review

JANUARY 26, 2012

".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution.

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Harvard Business Review

JUNE 10, 2014

One representative example: April’s Education Innovation Summit , where more than 2,000 people energetically discussed how technology and markets are charting the future of education globally. The transformation in education technology and markets is happening with the business leaders and money-men of higher education barely present.

Real Estate 8

Real Estate Education Disruptive Innovation Asset Management 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. Perhaps the greatest of these misconceptions: The notion that, particularly in big organizations, the lean methodology alone will be enough to allow innovation to flourish. Patient capital.

Company 8

Company Ries Maturity Innovation 8

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. Here are four steps your organization can take in order to understand the value of your data, and to plan for potential monetization: . Clarify whether it’s really your data.

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Execution Metrics Content Christensen 8