Skip Prichard

SEPTEMBER 20, 2020

Only those who are able to reinvent themselves, imagining new solutions, and developing new products and services to be relevant in the future will be poised to thrive. What characteristics do the most innovative organizations share? How will the COVID-19 pandemic impact innovation and leadership in organizations around the world?

Innovation 104

Innovation Drucker Supply Chain Influence 104

The Horizons Tracker

FEBRUARY 22, 2022

These virtual environments are designed to be exact digital replicas of physical assets and allow organizations to rapidly test changes in the virtual world without having to undergo costly and resource-intensive changes in the physical realm. It’s a market that is already worth $3.1 Will the metaverse fare better?

Stephenson 84

Stephenson Wireless Christensen Automotive 84

N2Growth Blog

JUNE 14, 2010

The most successful companies incorporate disruptive thinking into all of their business and management practices to gain distinctive competitive value propositions. Why didn’t Folgers recognize the retail consumer demand for coffee and develop a Starbucks type business model? Do people in your organization laugh at new ideas?

Business Model 300

Business Model Blog Disruptive Innovation Brand 300

Modern Servant Leader

JANUARY 15, 2015

Maybe you need a leadership development expert or public speaker. Or, maybe you’re focused on personal development and want to find the best content online to help you grow as a leader. of the Center for the Development of Evangelical Leadership @GCTS_Charlotte. Obsessed with community development. Zondervan Author.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

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. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? The rest, of course, is history.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

JUNE 7, 2012

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. A related possibility is that a majority of venture capitalists use flawed theories of startup success. So people hoping to fly created large feathered wings.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 15

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. Embrace your organization’s humanity.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

JUNE 7, 2012

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. A related possibility is that a majority of venture capitalists use flawed theories of startup success. So people hoping to fly created large feathered wings.

Venture Capitalist 12

Venture Capitalist Christensen Incubator Porter 12

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).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

OCTOBER 26, 2012

The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North. By external standards I was highly successful, but inside I was deeply unhappy. I was losing my way. That is much easier said than done.

Christensen 14

Christensen Self-aware Short-term Long-term 14

Harvard Business Review

DECEMBER 17, 2012

Recent corporate history is littered with successful established firms who failed to manage disruptive innovation even with full knowledge that it was coming. For Clayton Christensen, this is a basic flaw of incumbency. For Clayton Christensen, this is a basic flaw of incumbency. Kodak is a poster-child. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

JUNE 28, 2018

” Indeed, not just in business but also in politics, sports, and the arts, there is no shortage of real-world examples of successful partnerships that were fueled as much by the alignment of ideas as by creative tension or discord. Success and happiness pose a bigger threat to businesses than a moderate degree of dissatisfaction.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

MARCH 16, 2018

And social movements aren’t only the domain of community organizers and college students. From the Coalition for Inclusive Capitalism to the Conscious Capitalism organization, groups are forming with a mission (in the words of the latter) to “inspire, educate and empower companies to elevate humanity through business.”

Drucker 13

Drucker Long-term Short-term Decentralization 13

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 12

GDP Christensen Disruptive Innovation Business Model 12

Harvard Business Review

JANUARY 24, 2011

Breyer stands out — both in the room and the Twitter echo chamber — by sounding like an Old Testament prophet (or at least like Clay Christensen ): "traditional media companies unless they radically change. I can't off the top of my head think of any huge successes of that ilk in the media world, though (can you?).

Disruptive Innovation 14

Disruptive Innovation Venture Capitalist Innovation Christensen 14

Harvard Business Review

APRIL 20, 2016

This is a play straight out of Clay Christensen’s disruption playbook. ” [Ford Smart Mobility’s] role is to design, develop, build, invest, and grow these mobility services. Here is the problem: none of the three disruptors I have outlined here are traditional Christensen-style innovations.

Christensen 8

Christensen Hedge Bureaucracy Innovation 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. The constant need to drive towards operational efficiency can be avoided through the creation of new organizations.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

NOVEMBER 1, 2012

In the mid-90s as CEO of Medtronic, I was concerned about whether we could sustain the remarkable success in innovation that we had enjoyed during the previous 10 years. Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

FEBRUARY 6, 2014

We don’t know enough of its finances to know precisely how successful it has been, but with tens of millions of viewers and sponsorship packages north of $2 million, it is a good bet that ESPN has done well on its bet. Is the X games different? The brand, set of events, and entire experience has noticeable differences from the Olympics.

Disruptive Innovation 8

Disruptive Innovation Market Segmentation Christensen Market Penetration 8

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. Failed initiatives are costly at several levels.

Blog 373

Blog Innovation Strategic Planning Brand 373

Harvard Business Review

AUGUST 8, 2017

More than that, they must view this other-directed work as mission-critical to their success.” Help connect work deliverables or professional development to what’s happening at the organizational level. As professor Clayton Christensen writes in his classic HBR article, “ How Will You Measure Your Life?

Management 15

Management Emotional Intelligence Leadership Drotter 15

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. And above all, young people are legitimizing entrepreneurship with enthusiasm, passion, and drive.

Drucker 8

Drucker Long-term Short-term Christensen 8

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. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D., Christensen is a professor at Harvard Business School. In the past, business model innovation was common in health care.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

Harvard Business Review

AUGUST 1, 2012

Innosight cofounder Clayton Christensen memorably termed this the "growth-gap death spiral" in his 2003 book The Innovator's Solution ). Few companies look back to see how well past forecasts panned out, let alone seek to understand the markers that identify successful projects. Then early results disappoint.

Innovation 13

Innovation Planning Kahneman Tversky 13

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.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

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. How successful has the company been at creating new products, services, and business models? Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

NOVEMBER 13, 2012

The net result was the company didn't get access to George's knowledge, and he was left with a bad taste in his mouth about the organization. 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

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.

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

JANUARY 23, 2015

What successful companies are doing right. Before that, successful business models “were created more by accident than by design or foresight, and became clear only after the fact. This approach begins by focusing on the customer value proposition — what Christensen calls the customer’s “job-to-be-done.”

Business Model 8

Business Model Drucker Christensen P&L 8

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

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.” A company that understood this well is Eden McCallum.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. They can even require cultural change, which is difficult for established organizations. From the perspective of how the resources in an organization are deployed and how its processes are organized, this makes sense. Insight Center.

Technology 8

Technology Depreciation Christensen Short-term 8

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. Measure success.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JANUARY 30, 2013

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." But when you combine Amazon's success with its resolute unwillingness to take financial markets too seriously, the result is an amazing thing to see.

Training 10

Training Bond Christensen Long-term 10

Harvard Business Review

SEPTEMBER 20, 2011

It is Clayton Christensen 's innovator's dilemma incarnate, and Netflix is very publicly trying to solve it. In his blog post about the split, Hastings says: "For the past five years, my greatest fear at Netflix has been that we wouldn't make the leap from success in DVDs to success in streaming.

Disruptive Innovation 14

Disruptive Innovation Innovation Long-term Christensen 14

Harvard Business Review

JANUARY 12, 2012

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. It's been developed to satisfy your customers given the technological landscape of the day.

Technology 14

Technology Retail Supply Chain Business Model 14

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. or you might not.

Company 9

Company Ries Maturity Innovation 9