N2Growth Blog
JUNE 14, 2010
As a CEO, I would strongly suggest you conduct a gut check during your next executive meeting by counting the number of times you hear your CXOs say things like: “That will never work,&# &# We can’t do that,&# “That’s not my problem,&# “We’ve always done it that way.&#
Harvard Business Review
SEPTEMBER 4, 2017
Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. Fortunately, for senior executives there was a solution.
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Harvard Business Review
AUGUST 16, 2011
Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. Finally, reaching profitability quickly ensures that when outside financing dries up, the venture can succeed on its own.
N2Growth Blog
JUNE 24, 2014
Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear. WHAT IS A DISRUPTIVE INNOVATION?
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. No, it’s to maximize shareholder value.
Harvard Business Review
JUNE 5, 2014
Because of this dynamic, executives have no reason to pay any attention to them when making decisions. 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. Economy Finance' The final destination?
Harvard Business Review
JULY 11, 2016
Ryan, an executive in a municipal government, says, “Always be on time. Amy, a food and beverage executive puts it this way, “Finish the assignment or project with excellence — anything else you do is bonus, but please start with the assignment given.” Be willing to get to the office early and stay late.”
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