Modern Servant Leader

JANUARY 15, 2015

Contact: caduhigg@gmail 9 43,800 5,107 9,706 Clayton Christensen Innovation, Leadership Professor at Harvard Business School. Author of The Culture Engine & six other books. Author of @MeasureYourLife. Tweets with occasional assistance from the Fellows at the Forum for Growth & Innovation. JonesAndRaine band member.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

MAY 21, 2015

The primary target of Lepore’s attack was Harvard Professor Clayton Christensen, whose groundbreaking book, The Innovator’s Dilemma coined the term disruptive technology (later transformed into disruptive innovation ). However, Lepore does Christensen’s work a tremendous disservice.

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Christensen Disruptive Innovation Bureaucracy Business Model 8

Harvard Business Review

AUGUST 22, 2011

What you can know is that the markets for disruptive innovations are unpredictable, and therefore your initial strategy for entering a market will be wrong," writes Christensen. During this time, as I volunteered in public affairs for my church, I became acquainted with Professor Christensen. Both are vital engines of economic growth.

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Disruptive Innovation Christensen Metrics Innovation 17

Harvard Business Review

SEPTEMBER 7, 2011

Clayton Christensen has long been a proponent of hiring managers with the right " schools of experience." Bartz's failed in that she could not build new growth engines for the company. Christensen's theory, however, could have predicted this failure. Bartz built her name by growing Autodesk, a very successful software firm.

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Christensen Price CEO Media 14

Harvard Business Review

JANUARY 6, 2012

Why shouldn't design engineers have muses? While Clay Christensen is unlikely to publish "The Innovator's Muse" anytime soon, the empirical fact is that innovative organizations are desperate for sources of design differentiation. Crafting a compelling user interface for the cloud is, in its own way, a work of art. Why not a muse?

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Innovation Fashion Christensen Creativity 15

Harvard Business Review

DECEMBER 7, 2017

To be sure, entrepreneurs in highly specialized and technical industries need the knowledge that only users (doctors, lawyers, engineers, and the like) can provide. Earlier this year, Sruthi Thatchenkery , Michael Christensen , Stefanos Zenios and I completed a study of 231 surgical instrument ventures over a 25-year period.

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Innovation Project Entrepreneur CEO 8

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. First, we increased our R&D budget from 9% to almost 12% of revenue.

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Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

APRIL 3, 2017

” By emphasizing solutions as the engine of growth, Beinhocker and Hanauer wanted to cast capitalism as a force for prosperity (as the system that churns out the most constant stream of superior ones). No need to wait for Elon Musk’s Neuralink.

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Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

APRIL 20, 2012

Clay Christensen's work on disruptive innovation shows the power of David against Goliath, the mammal over the dinosaur, the startup over the incumbent. When First Officer Murdoch saw the iceberg, he put the engines in reverse and started turning away from the iceberg. It's What You Can't See. Keep Moving.

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Disruptive Innovation Wireless Christensen Film 13

Harvard Business Review

FEBRUARY 25, 2014

The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Thus, companies with great engineering talent have the “acqui-hire” option – they have created value by assembling great teams. Develop deep expertise — your best risk-mitigation strategy .

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Career Company IPO Christensen 8

Harvard Business Review

SEPTEMBER 20, 2011

His approach to splitting out the old business from the new one is a textbook play out of Clay Christensen's prescription for dealing with the possibility of disruption. First, getting a handle on the angst requires understanding Netflix's (and Qwikster's) customers and, in Clay Christensen's language, the job they hire the companies to do.

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Strategy Christensen Price Engineering 11

Harvard Business Review

SEPTEMBER 30, 2011

There are three founding partners : Clayton Christensen, Matt Christensen, and me. Especially when there is already a perceived competency gap of 70 percent in fields like science, technology, engineering and mathematics, it is vital that we close that gap, by opening our mouths. 2) Talk shop with other women.

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Christensen Sports Disruptive Innovation Learning-by-Doing 15

Harvard Business Review

MAY 28, 2015

And then we have Clay Christensen’s work on disruptive innovations : how a new technology that is initially not good enough for mainstream customers, initially gains a foothold with a set of low-end customers who are happy with a less expensive, “good enough” product.

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Technology Depreciation Christensen Short-term 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. How Google Sold Its Engineers on Management. Meet the New Face of Diversity: The “Slacker” Millennial Guy. Why the Lean Start Up Changes Everything.

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Management Health Care Middle Management Agility 20

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. Among other things, a platform is a device for coordinating the choices of many individuals.

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Film Christensen Short-term Software 8

Harvard Business Review

APRIL 11, 2014

Propeller planes yielded to jet engines. Next time you come across an engineer aiming to commercialize a superior new technology, ask if his industry meets the criteria described above. Again and again this story repeated itself in the 19 th and 20 th centuries. Gas lamps gave way to incandescent lamps.

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Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

SEPTEMBER 12, 2013

The promise of job creation — the refinery project is expected to employ 8,000 engineers and create jobs for 85,000 Nigerians — has excited many commentators. Clay Christensen’s research explores interdependent versus modular approaches to customer problems (pdf).

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Entrepreneur Disruptive Innovation Politics Christensen 8

Harvard Business Review

SEPTEMBER 12, 2013

The promise of job creation — the refinery project is expected to employ 8,000 engineers and create jobs for 85,000 Nigerians — has excited many commentators. Clay Christensen''s research explores interdependent versus modular approaches to customer problems (pdf).

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Entrepreneur Disruptive Innovation Politics Christensen 8

Harvard Business Review

DECEMBER 12, 2013

The high salaries investment banks offer draw talented scientists and engineers to figure out ever more complex financial instruments that don’t advance any particular social purpose. Large-scale problems require large-scale solutions, and large companies have the capacity to make meaningful progress on these challenges.

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Advertising Innovation Christensen Long-term 9

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.

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Drucker Long-term Short-term Christensen 8

Harvard Business Review

JUNE 5, 2014

Clayton Christensen and Derek van Bever dig in on this topic , and they identify a number of reasons companies are being pressured to act with an increasing short-term focus. It makes no sense to let such finance-oriented, short-term pressures seep into the economy’s innovation engines. The arguments against doing so continue to mount.

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Finance Short-term Long-term Christensen 10

Harvard Business Review

OCTOBER 25, 2011

An engineer, designer, serial entrepreneur, investor, and researcher, he has developed 1,000+ products/services and has collaborated with Clay Christensen at HBS for more than 15 years. Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation.

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Mentor Christensen Incubator Learning-by-Doing 15

Harvard Business Review

SEPTEMBER 11, 2015

A strong value proposition and a first-class recruiting engine. Christensen, Dina Wang, and Derek van Bever predicted the disruption of elite consulting firms. Attract top talent. What does it take to compete for the best? crisis management), when deep expertise in a specific functional area is required (e.g.,

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Consultative Team How To McKinsey 8

First Friday Book Synopsis

MAY 12, 2011

The Best Business Books Ever: The Most Influential Management Books You’ll Never Have Time to Read Basic Books (2011) Note: This review is of a book published earlier this year. It is a sequel to one published in 2003. What we have here is a series of brief discussions “the most influential management books you’ll [.].

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Books Review Management Ansoff 85

Harvard Business Review

MAY 8, 2017

Clay Christensen , Professor at Harvard Business School and Innosight co-founder. On a separate track, he launched the device and content ecosystem, starting with iPod and iTunes, that would become the company’s new growth engine. The Transformation 10 Judges Chris Chadwick , former CEO of Boeing Defense.

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Franchising CEO Business Model Strategy 15

N2Growth Blog

JANUARY 13, 2011

Realistic : Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. Moore and Christensen tell us what to do, but their prescription is rarely followed. All initiatives surrounding new ideas should include detailed risk management provisions.

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Blog Innovation Strategic Planning Brand 384

Harvard Business Review

JUNE 21, 2017

Clay Christensen's landmark theory -- in under two minutes. When HBS professor Clayton Christensen introduced the concept of disruptive innovation in his book The Innovator’s Dilemma , it was a revelation. Related Video. The Explainer: Disruptive Innovation. See More Videos > See More Videos > Disruptive innovation.

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Innovation Disruptive Innovation Christensen Open-book 22

Harvard Business Review

OCTOBER 27, 2011

In The Innovator's Solution , HBS Professor Clayton Christensen and Michael Raynor assert that, to their knowledge, "no company has ever been able to build an engine of disruptive growth and keep it running." The question remains whether its investors have similar patience.

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Christensen Retail Long-term Incubator 13

Harvard Business Review

FEBRUARY 15, 2012

Academics offer up at least three answers: Clayton Christensen asserts that a single organization can't house two competing systems; companies seeking to drive disruptive growth therefore need to create spinoff organizations. The fundamental challenge, then, is finding the right way to balance this tension.

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Innovation Gilbert Govindarajan Christensen 14

Harvard Business Review

NOVEMBER 10, 2015

My own take is that Clay Christensen and his co-authors on the theory made a substantial contribution to our understanding of innovation. In particular, Christensen’s research offers a powerful lens for understanding why incumbents so often lose to upstarts attacking from the low end of the market.

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Disruptive Innovation Innovation Christensen Henderson 8

Harvard Business Review

OCTOBER 11, 2013

When I suggested to Clayton Christensen that we partner with Hatkoff to create the Tribeca Disruptive Innovation Awards , Clay’s response was : I trust you Whitney. But as she began to consider her future at the company, she realized that all of the people above her were white, male engineers or accountants.

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Innovation Christensen Decisionmaking CTO 12

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.

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Charan Finance Human Resources Supply Chain 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. Information and authority flow in linked circles, with people taking on shifting roles as needed.

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Proposal Self-aware Engineering CEO 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. When Garvin pitched the article that became “How Google Sold Its Engineers on Management” (2013), I laughed — how could anyone intelligent doubt that management matters? He didn’t produce one signature idea, like Robert S.

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Management Balanced Scorecard NPV Article 9

Harvard Business Review

AUGUST 13, 2014

Its a precursor  probably the most important precursor  to Clayton Christensens later work on disruptive innovation. And very few old media companies did. Ive been spending some time lately with Dick Fosters fascinating and underappreciated 1986 book Innovation: The Attackers Advantage.

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Technology Company Venture Capitalist Media 8

Harvard Business Review

JUNE 23, 2015

Executives often get fooled by inspiring stories of engineers at companies like 3M or Google coming up with germs of ideas in the 15-20% of their time they allocate to side projects. .” Here are the six most common mistakes we see: Asking employees to generate ideas without creating mechanisms to do something with them.

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Innovation Company Six Sigma Constraint 8

Harvard Business Review

FEBRUARY 6, 2014

In a collaboration to determine just how disruptive leaders find these compelling questions, Professor Clayton Christensen and I conducted nearly 40 interviews with renowned global leaders. As a result, one of the engineers asked him directly: “What the hell does a mobile phone have to do with taxes?”

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Innovation Disruptive Innovation Christensen Learning-by-Doing 8