Harvard Business Review

JANUARY 31, 2013

So how about executive education programs, those run by companies in-house and at business schools? Second, to fully appreciate the forces at work in executive education, we need to complement this view with another body of theory from knowledge management. All executive education that is of this form will clearly move online.

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Education Tacit Knowledge Execution Christensen 8

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?

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Disruptive Innovation Consultative Innovation Christensen 306

Harvard Business Review

SEPTEMBER 12, 2012

The work of two of the most important scholars in the field, Clayton Christensen and Richard N. One of the key tipping points in a market occurs when a company, in Christensen's language, overshoots a given market tier by providing them performance that they can't use. Foster , suggests considering five questions: 1.

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System Christensen Disruptive Innovation Telecommunications 15

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” No, it’s to maximize shareholder value. And short-term numbers at that.

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Levitt Christensen Competitive Advantage Welch 11

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.

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Innovation Disruptive Innovation Christensen Kahneman 15

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 financial results of Groupon's traditional business continue to deteriorate, especially in mature markets, and new ventures such as Groupon Now also have failed to drive profits.

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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 Sylvia Ann Hewlett and Ripa Rashid.

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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.

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Strategy Strategic Planning Stress Hamel 8

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.

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GDP Information Technology Company Christensen 14

Harvard Business Review

MARCH 20, 2012

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?". But the sustainability lens offers a deeper understanding of market forces. But the present status quo.is

Positioning 13

Positioning Christensen Business Model Innovation 13

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.

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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. That one dark spot on Professor Christensen's prescience was always his predictions on Apple.

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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.

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Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

DECEMBER 10, 2010

Being able to execute on an idea - transforming blue-sky notions into tangible offerings — is the other half of the innovation equation. Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking.

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Innovation Chief Operating Officer Christensen Objective 15

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.

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Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

AUGUST 23, 2011

Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. However, it will not succeed here.

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GDP Christensen Disruptive Innovation Business Model 12

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.

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Christensen Self-aware Short-term Long-term 14

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. This exchange highlights one of the biggest barriers to incumbents dealing with market transitions: arrogance.

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Christensen Middle Management Short-term Long-term 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. That’s not easy because, as Patnaik notes, many business executives rose through the ranks because “they were good at giving answers, not at formulating questions.”

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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.

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Innovation Company ROI Disruptive Innovation 15

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?

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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.

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McCallum Competitive Advantage Business Model Consultative 12

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.

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Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

JUNE 5, 2014

John Maynard Keynes very famously proposed that the actions of rational agents in a market were akin to a fictional newspaper contest , where entrants were asked to pick who, out of a set of six women, was most beautiful. Because of this dynamic, executives have no reason to pay any attention to them when making decisions.

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Finance Short-term Long-term Christensen 10

Harvard Business Review

JANUARY 30, 2013

That opportunistic approach to financial markets has defined Amazon since it went public in 1997. When Uncle Wall Street (also known as Mr. Market ) is in a generous mood, Bezos is always ready to take advantage by putting investment ahead of profitability. billion bond issue just before the debt-market meltdown of autumn 2008.

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Training Bond Christensen Long-term 10

Harvard Business Review

MAY 12, 2011

This Monday, I was in Mumbai conducting market research with a project team. In their 2009 award-winning Harvard Business Review article, " The Innovator's DNA " (soon to be a book ), Jeffrey Dyer, Hal Gregersen, and Clayton Christensen discussed how successful innovators tend to be careful observers.

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Innovation Licensing Christensen Learning-by-Doing 15

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

FEBRUARY 10, 2011

Last week I attended an Executive Sustainability Summit hosted by Xerox , Waste Management (WM), and Arizona State University. Xerox advises companies on how to save money on document handling, and holds a sizable 48 percent market share in the broadly defined, and surprisingly large, $7.78

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.

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Creativity Team Christensen Innovation 13

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Historically, the place we’ve looked for hints of oncoming disruptions has been in the low end of the market. The wrong answer would be to say, “No, because their first product started in the high end of the market.”

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Disruptive Innovation Innovation Short-term Long-term 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.

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Leadership Christensen Innovation Metrics 13

Harvard Business Review

MARCH 18, 2011

The company is already in market and earning revenue. Education played a critical role in helping Intel formulate and execute the Celeron strategy. "The company needs to start raising money soon, or it is never going to realize its full potential," Piyush argued. That's utter baloney," I responded. Piyush looked at me blankly.

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Power Consensus Christensen Disruptive Innovation 12

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. They worked on numerous initiatives in large, growing markets that were adjacent to or somewhat related to HP's existing business. They executed on their plans well.

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Ries Agility Market Segmentation Christensen 11

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.

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Ramaswamy Levitt Prahalad Christensen 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. Here’s a quick (disguised) example: The head of a large consumer products division felt that one of the keys to future growth would be a greater focus on emerging markets. Execution Strategy'

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Consultative Definition Christensen Constraint 8

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. A good training strategy is a competitive advantage. Metrics are your best friend.

Training 8

Training Company Metrics Real Estate 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.

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Banking Business Model Supply Chain Mass Marketing 16