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. The best way to manage a fledgling business is for managers to be impatient for profit but patient for growth. Yet, Groupon maintains a blind faith that growth will be its salvation.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

AUGUST 22, 2011

By Jeff Dyer, Hal Gregersen, and Clay Christensen. Alongside Clay Christensen, Jeff Dyer and Hal Gregersen conducted an in-depth study that uncovered the five skills shared by the best innovators in the world. Winning the War for Talent in Emerging Markets: Why Women are the Solution. By Robert Kaplan.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

NOVEMBER 24, 2017

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. The gap between strategy and the execution of that strategy is often referred to as “ strategic dissonance.” The Gap Between Strategy and Execution.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

NOVEMBER 10, 2011

The most punishing innovations, they argued, were the ones that were easy to dismiss at first blush — simple, affordable solutions that took root outside the mainstream market. Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Capital markets is one explanation.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

AUGUST 28, 2014

labor market of the 2000s coincided with a sharp deceleration in computer investment — a fact that appears first-order inconsistent with the onset of a new era of capital-labor substitution. job market troubles of the past decade than new technology had. job market troubles of the past decade than new technology had.

GDP 14

GDP Information Technology Company Christensen 14

Harvard Business Review

SEPTEMBER 7, 2011

Yahoo's shareholders should be waiting to rejoice until the new chief executive is announced. Clayton Christensen has long been a proponent of hiring managers with the right " schools of experience." Boards tend to look at candidates for executive positions and hire them based on past success in generating shareholder return.

Christensen 13

Christensen Price CEO Media 13

Harvard Business Review

OCTOBER 24, 2011

That book is The Innovator's Dilemma by HBS Professor Clay Christensen. Anyone familiar with Professor Christensen's work will quickly recognize the same causal mechanism at the heart of the Innovator's Dilemma: the pursuit of profit. A string of professional managers had led the company straight off the edge of that cliff.

Innovation 15

Innovation Christensen CFO Productivity 15

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. The other article reached executives around the globe through publication in the HBR's print magazine. Incumbents were happy to walk away from these offerings.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 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. Still, it enabled Medtronic to expand into the Chinese market.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

MARCH 20, 2012

As part of the fast-growing "managed print services" sector, the company shows organizations how to reduce the number of printers they use. To me it's a clear story of serving customers better, but recently an executive at one company I was working with asked me, "Doesn't pursuing those green goals reduce Xerox's profits and eliminate jobs?".

Positioning 13

Positioning Christensen Business Model Innovation 13

Harvard Business Review

NOVEMBER 13, 2012

An acquaintance of mine (let's call him George) is an acknowledged thought leader on a topic that the senior-most executives at a particular company had placed high on their agenda. But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like "a silicon chip supplier."

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

APRIL 30, 2014

If it’s the former, that question you raised will be carefully considered and may trigger ongoing discussion — and possibly action — by the company’s managers and leaders. Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen.

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

OCTOBER 1, 2012

Mature corporations are designed to execute on the science of delivery — not engage in the art of discovery. However, I also pointed out a paradox: being bad at innovation and good at execution isn't necessarily undesirable. Executives will always look for ways to achieve meaningful growth and engage in strategic renewal.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

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. This happened to me in 1988, when I was an executive vice president at Honeywell, en route to the top. More recently, ALD has become a very popular course for executives of global companies.

Christensen 14

Christensen Self-aware Short-term Long-term 14

N2Growth Blog

JANUARY 13, 2011

You see, while creativity is a clearly a valuable asset, unbridled creativity where random, disparate ideas abound outside of a sound decisioning and execution framework will create distraction and chaos much more often than they will lead to innovation. Every task should be assigned and managed according to a plan and in the light of day.

Blog 384

Blog Innovation Strategic Planning Brand 384

Harvard Business Review

FEBRUARY 10, 2011

Last week I attended an Executive Sustainability Summit hosted by Xerox , Waste Management (WM), and Arizona State University. The short conference brought together public and private sector managers working on environmental and social issues. billion "managed print services" (MPS) industry ( according to research firm IDC ).

Productivity 15

Productivity Products Christensen Document 15

Harvard Business Review

JUNE 28, 2018

How Senior Executives Find Time to Be Creative. Conversely, when teams and organizations enjoy too much harmony, they will gravitate toward inaction and complacency, which, as Clayton Christensen noted 20 years ago in The Innovator’s Dilemma , will breed decline and extinction. You and Your Team Series. Thinking Creatively.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

DECEMBER 27, 2010

new product, distribution channel, marketing approach). An innovation that transforms a market or creates a new one through simplicity, convenience, affordability or accessibility. What is the best way to disrupt a market? Design and execute "high return on investment" experiments to address critical unknowns.

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

JANUARY 3, 2012

This kind of disciplined approach works very well when companies have knowledge that lets them be precise in their analysis, and executives have the relevant domain experience to make informed decisions. This kind of process can help successfully move an idea from a Post-It note to the market. What does that actually mean in practice?

Stage-Gate 15

Stage-Gate Due Diligence Disruptive Innovation Document 15

Harvard Business Review

JANUARY 3, 2017

Given these network effects – as many proclaim – markets get “winner takes all properties”: the largest network will win, crowding out the remaining competitors (like MySpace and Google+). It is a misconception to think that network effects inevitably and always lead to a winner-take-all market.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

MAY 12, 2011

This Monday, I was in Mumbai conducting market research with a project team. The shop's small retail footprint means there is no "back of the store" and certainly no sophisticated inventory management software. It's easy to get caught up in a whirlwind of activities and miss opportunities that are literally right in front of your face.

Innovation 15

Innovation Licensing Christensen Learning-by-Doing 15

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Firing hundreds of employees, upsetting your core business’ distribution partners, writing off billions of dollars of investment — these things are difficult for managers to even contemplate, and with good reason. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

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. In many other cases, however, the shielding of consultants from the responsibility to achieve results is potentially dangerous both to the consultants and to the managers who hire them. Execution Strategy'

Consultative 8

Consultative Definition Christensen Constraint 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. global information solutions company.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

MARCH 22, 2011

Ned Barnholt is the former CEO of Agilent Technologies, the measurement company, and these days he's one of the more respected executives in Silicon Valley. HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. HP rise had been remarkable.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

DECEMBER 10, 2015

And as Clayton Christensen described in The Innovator’s Dilemma , it can be very difficult for management teams and their organizations to acknowledge that the paradigm around them has changed, and instead of responding in an adaptive manner, too many organizations redouble their investments in legacy business models or technologies.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

MARCH 18, 2011

The company is already in market and earning revenue. In the late 1990s, I went out to Intel about twenty times, educating about one hundred managers at a time on the principles and language of disruptive innovation. Education played a critical role in helping Intel formulate and execute the Celeron strategy.

Power 12

Power Consensus Christensen Disruptive Innovation 12

Harvard Business Review

MAY 8, 2017

In a study of S&P 500 and Global 500 firms, our team found that those leading the most successful transformations, creating new offerings and business models to push into new growth markets, share common characteristics and strategies. Clay Christensen , Professor at Harvard Business School and Innosight co-founder.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

MAY 15, 2012

The potential upside for those in business who are able to be empathetic is huge, and is eloquently described in Professor Clay Christensen's jobs-to-be-done theory. In fact, both Akio Morita of Sony and Steve Jobs were famous for never commissioning market research — instead, they'd just walk around the world watching what people did.

Christensen 15

Christensen Class Analysis Politics 15

Harvard Business Review

JUNE 12, 2013

Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: "You know, I don''t think I believe in segmentation anymore." In others, marketers were still adamant that segmentation was the only way to go, but couldn''t explain its benefits.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

FEBRUARY 14, 2012

The first is from a Google executive; the second, from an exec at Cisco. It's not to create more jargon, it's to emphasize a point: that social is more than the stuff the marketing team deals with. Fifteen years ago, The Cluetrain Manifesto taught us that markets are conversations and that was a great starting point.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

JANUARY 3, 2014

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. Many emerging markets in Africa fall into this ‘not-good-enough’ category. Global business Talent management' Metrics are your best friend.

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

FEBRUARY 29, 2012

But the Kodak ship ultimately drifted so far away from a changing market that no leap year could save it. Easier than we all think (and Clayton Christensen's The Innovator's Dilemma is one of the best books around on leadership drift). Attempted course corrections came, but too little and too late. Totally upended.

Leadership 13

Leadership Christensen Innovation Metrics 13

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. For example, a product evaluating nonprofit organizations may be highly useful to a wealth manager seeking to help his client to select a charity as part of a value-added tax efficiency service.

Execution 8

Execution Metrics Content Christensen 8

Harvard Business Review

DECEMBER 12, 2013

How much less risky does it feel to embattled executives charged with innovating to instead follow along with the prevailing trends? Perhaps the Bill and Melinda Gates Foundation or the Clinton Global Initiative could fund the award, with support from world-leading academics like Clayton Christensen and Rita McGrath.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

MAY 30, 2013

Namely, George stresses the importance of: An executive mandate; A creative structure; and. A good management team will be dedicated to creating product market fit, otherwise the business will flounder. Anyone who has operated inside a big corporate will tell you that for any project, you might have an executive mandate.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

APRIL 26, 2011

All the techniques and mental tricks executives develop over time to run established businesses can be completely counter to what is needed to successfully innovate. It's a natural thing to do — to assume that someone who has succeeded historically will succeed in this challenging new assignment. Look for the aliens.

Sports 13

Sports Christensen Innovation Class 13