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

FEBRUARY 13, 2013

I featured Ronn, a former P&G executive (and current executive coach and entrepreneur), in several places in The Little Black Book of Innovation , most notably for his rant against the evils of focus groups. So what stops senior executives from rising to the innovation challenge? And it's absolutely necessary. It is both/and.

Innovation 11

Innovation Competitive Advantage Leadership Christensen 11

Harvard Business Review

NOVEMBER 10, 2011

Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Academic journals have dissected the disruptive innovation theory and hundreds of thousands of students around the world have seen Christensen's famous model. Yet, the innovator's dilemma persists. Yet, the innovator's dilemma persists.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

SEPTEMBER 11, 2015

Today, many high-profile companies— Cisco , Google , IBM , Samsung , Siemens , Disney , Volkswagen and Deutsche Bank , to name a few—contain such roving consulting groups to help solve the most critical strategy and operations problems throughout the business. ” We do not execute a central mandate (e.g.,

Consultative 8

Consultative Team How To McKinsey 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.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ).

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

OCTOBER 1, 2012

Mature corporations are designed to execute on the science of delivery — not engage in the art of discovery. 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.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

MARCH 20, 2012

The question is understandable, but unfortunately it's based on deep misconceptions about how businesses need to operate in a world of constant change. As part of the fast-growing "managed print services" sector, the company shows organizations how to reduce the number of printers they use. But the present status quo.is

Positioning 13

Positioning Christensen Business Model Innovation 13

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. product vs. operational) and referenced the same stages (e.g. global information solutions company.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

MAY 30, 2012

About every six months an article appears arguing that innovation is an overused term, with corporate fatigue auguring a "back to basics" approach focused on less sexy but important tasks of execution, strategy, and so on. Innovation certainly is energizing, and, when managed properly, can have world-changing impact. It is hard work.

Innovation 16

Innovation Christensen Definition Idea Generation 16

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. For example, a senior executive in a traditional financial services organization recognized that the organization needed to embrace new technologies in order to engage with Millennials.

Groupthink 8

Groupthink Team Consensus Christensen 8

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

SEPTEMBER 11, 2015

When asked recently to name the one attribute CEOs will need most to succeed in the turbulent times ahead, Michael Dell, the chief executive of Dell, Inc., Decades ago, Walt Disney declared that his company managed to keep innovating “because we’re curious, and curiosity keeps leading us down new paths.”

Christensen 8

Christensen Open-book CEO Entrepreneur 8

Harvard Business Review

FEBRUARY 14, 2012

The first is from a Google executive; the second, from an exec at Cisco. Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. Most organizations operating today started when companies needed more operating capital. They get it. They live it.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

APRIL 26, 2011

But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. 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. But I urge companies to consider three things.

Sports 13

Sports Christensen Innovation Class 13

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

MARCH 21, 2011

But because we failed to hammer out exactly how we would operate (including our respective roles and responsibilities), infighting distracted from operating, cash became a concern, and the business slowly, then quickly, imploded. As we moved from idea to execution, I asked another friend to take a key role in the project.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. Yet these executives also had an outsider role where they worked on an emerging growth business or consciously explored external opportunities, giving them critical distance from the core.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

JUNE 12, 2013

In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment. They just ignored them. 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

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

DECEMBER 7, 2012

In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. Clayton Christensen has nicely described how the very things that made a company successful, including its efficiency, can also cause it to become obsolete when it's unable to adapt to disruptive change.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8

Harvard Business Review

OCTOBER 19, 2012

The book did quite well — it has been translated into 18 languages at this point, become part of the ongoing innovation dialogue, allowed me to present ideas to executives across the world, and to build a unique consulting firm with clients on six continents. So, not surprisingly, I frequently get asked just how I did it.

Succession 17

Succession Diversity Open-book Innovation 17

Harvard Business Review

OCTOBER 10, 2018

Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. Hence, when a new potential stream of revenue presents itself, the company’s management feels it cannot afford to just leave it. Yet Capitec’s management was thinking ahead.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

JANUARY 10, 2013

Managers at companies like General Motors, Sears, and Eastman Kodak simply didn't have the tools to spot and respond to would-be disruptors. Harvard Professor and Innosight cofounder Clayton Christensen alerted the world to the pattern of disruptive change almost two decades ago. Today's leaders have no excuse.

Trends 8

Trends Disruptive Innovation Christensen Business Model 8