N2Growth Blog

JANUARY 13, 2011

In order for your enterprise to turn an idea into a monetizing and/or value creating event you should develop a strategic plan that attempts to measure the idea against the following 15 elements: 1. It should be developed as a solution to a problem or to exploit an opportunity. I look forward to hearing more from you. Our Freedom.

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Blog Innovation Strategic Planning Brand 413

Harvard Business Review

FEBRUARY 19, 2019

Efosa Ojomo, global prosperity lead at the Clayton Christensen Institute, argues that international aid is not the best way to develop poor countries, nor are investments in natural resource extraction, outsourced labor, or incremental improvements to existing offerings for established customer bases.

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Marketing Innovation Christensen Company 8

Harvard Business Review

JANUARY 7, 2016

The latter is according to Clayton Christensen, Michael Raynor, and Rory McDonald in their recent HBR article “ What is Disruptive Innovation?” ” The authors explain that disruption “describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses.”

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Disruptive Innovation Definition Innovation Christensen 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. 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.

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Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

AUGUST 11, 2014

Clay Christensen, the innovation expert, advocates instead the approach taken by Wharton, which has made MOOCs out of all its core courses. At IESE, for example, we are experimenting with splicing material developed for my MOOC into the traditional course on globalization that I also offer. The question should be, Can we do better?

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Christensen Education Discount Class 15

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'

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Charan Finance Human Resources Supply Chain 13

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.

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Innovation Gilbert Govindarajan Christensen 14

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. Everything.

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Christensen Business Model Decentralization Innovation 16

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. Initially, Christensen claimed that the disruptions he observed occurred over the course of 10-30 year cycles. But the path of disruption is not.

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Christensen Disruptive Innovation Innovation Bottom-up 8

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.

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Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

AUGUST 23, 2011

I heard people from all over the world arguing that the US government needs to grab the bull by horns, insert itself much more aggressively in economic planning, and start directing American economic resources to "new growth industries" such as clean energy , high-tech manufacturing, or advanced healthcare solutions.

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GDP Christensen Disruptive Innovation Business Model 12

Harvard Business Review

NOVEMBER 13, 2012

Being a giant in today's industry doesn't guarantee even short-term success as industries collide and hungry startups from around the globe keep developing innovative ways to siphon profits from even the most seemingly staid of industries. Grabbing hold of that resource-allocation process starts with a dose of humility.

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Christensen Middle Management Short-term Long-term 8

Harvard Business Review

FEBRUARY 25, 2014

Develop deep expertise — your best risk-mitigation strategy . While developing expertise is the most certain way to reduce entrepreneurial risk, many other strategies exist: Process — Using the right processes to deal with market uncertainty (e.g. Other risk-mitigation strategies .

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Career Company IPO Christensen 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. Give the team a chance to settle. Sometimes there is no substitute for the passage of time.

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Creativity Team Christensen Innovation 13

Harvard Business Review

JANUARY 23, 2015

.” 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.

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Business Model Drucker Christensen P&L 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.

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Health Care Disruptive Innovation Christensen Business Model 14

Harvard Business Review

MARCH 16, 2018

We must use these technologies to unleash human potential — undoubtedly the most underused resource on the planet — and bring greater purpose, meaning, and values to work. Smart machines can help us find answers more quickly, but cannot frame the questions to address. All these sparks of activity are generating heat and light.

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Drucker Long-term Short-term Decentralization 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. An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry.

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Strategy Strategic Planning Stress Hamel 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. Ries points out that at most companies, “the resources flow to the person with the most confident, best plan. Or the person with no failures on their record.”

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Company Ries Christensen Innovation 11

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.

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Innovation Company Six Sigma Constraint 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.

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Management Health Care Middle Management Agility 19

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 ). Do we need to increase the amount of resources (both human and financial) we are investing in growth? To get through the corporate approval gauntlet you have to project big numbers.

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Innovation Planning Kahneman Tversky 13

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. One reason for this pattern goes back to our MBA students’ definitions: Underlying their view of consulting is the belief that most business problems can be solved through rigorous analysis to develop the “right” answer.

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Consultative Definition Christensen Constraint 8

Harvard Business Review

MAY 19, 2014

Building a company around a better-performing product means competing head-on with a powerful incumbent that has the information, resources, and motivation to kill your business. Consider, for example, two successful companies that at first seem to result from performance-gaps: Dropbox and Oculus VR. Oculus, of course, was wildly successful.

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Entrepreneur Advice Disruptive Innovation CRM 9

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. Both companies, while under a corporate umbrella, operate as independent brands with largely independent development teams. Conceivably.

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Film Christensen Short-term Software 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. In many markets, digital will just add one new factor to the mix or replace one element, but not often all of them.

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McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

DECEMBER 29, 2010

The period of growth that Asia is enjoying still involves a heavy dose of replication and leveraging raw resources, but Western companies that discount the region's innovation potential do so at their own peril. Increasingly, I've heard people at large companies ask how to create human resource systems that support innovation.

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Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

JULY 11, 2016

Be resourceful. Amy, the food and beverage executive above, recommends, “Look for the resources you need on the internal websites or ask other interns before [asking] your coach.” Renowned management thinker Clay Christensen recommends spending time formulating the right questions. Ask questions — good ones.

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Critical Success Factor Ryan Christensen Advice 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.

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Innovation Metrics Christensen Workshop 9

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

JANUARY 30, 2013

Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about.

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Training Bond Christensen Long-term 9

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. Beginning with gathering basic resources and ending with delivering goods to customers, markets and businesses will optimize the value chain in order to deliver goods and services to consumers at optimal levels.

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Technology Retail Supply Chain Business Model 14

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. You have one resource that is peer to the buyer: your customers.

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CEO Airlines Marketing Software 8

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. From the perspective of how the resources in an organization are deployed and how its processes are organized, this makes sense. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock.

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Technology Depreciation Christensen Short-term 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."

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Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

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.

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Innovation Execution How To Ries 8

Harvard Business Review

AUGUST 4, 2014

After a successful career as a corporate consultant, he became the Director of Economic Development for Rhode Island, a cabinet level position, where he saw the opportunity to put his ideas into action and create innovation at scale. Given AmEx’s operations, consumer base, and resources, it’s well positioned to do so. Let me explain.

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Media Marketing Strategy Groupthink Kaplan 8