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.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

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.

Christensen 8

Christensen Disruptive Innovation Bureaucracy Business Model 8

Harvard Business Review

AUGUST 16, 2011

This is the essence of Groupon's declaration last week that it will remove the controversial accounting metric called Adjusted Consolidated Segment Operating Income (ACSOI) from its financial statements. Groupon's venture investors and executives need a way to cash out before everyone realizes that the emperor has no clothes.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

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

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 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

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.

GDP 12

GDP Christensen Disruptive Innovation Business Model 12

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 the great guru on innovation Clayton Christensen has said, we base our thinking on "an assumption that the status quo in the business will maintain itself into the future.

Positioning 13

Positioning Christensen Business Model Innovation 13

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

JANUARY 24, 2011

Then Burda and Sulzberger leave the stage and are replaced by a panel featuring a couple of media executives plus Google's Nikesh Arora (who I guess is a media executive too), LinkedIn founder Reid Hoffman, and venture capitalist (and Facebook investor) Jim Breyer. How do you survive such a seemingly unending series of waves?

Disruptive Innovation 14

Disruptive Innovation Venture Capitalist Innovation Christensen 14

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

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. ideation” and “rapid prototyping”).

Innovation 9

Innovation Metrics Christensen Workshop 9

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.

Innovation 15

Innovation Chief Operating Officer Christensen Objective 15

Harvard Business Review

APRIL 3, 2017

Businesses have a variety of social responsibilities, but the essential one—and the main reason that private enterprise is given license to operate—is to innovate. ” The situation creates huge responsibilities for politicians, educators, executives, and others to manage the transition and the hardships that may come with it.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

JULY 30, 2014

(Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

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. But everyone in an organization should think about doing something different that has impact.

Innovation 16

Innovation Christensen Definition Idea Generation 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

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

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

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., In many cases, managers and top executives have risen through the ranks by providing fixes and solutions, not by asking questions.

Christensen 8

Christensen Open-book CEO Entrepreneur 8

Harvard Business Review

JANUARY 30, 2013

In fact, Amazon was only operating at such a high burn rate because it could. There are lots of corporate executives who think they know better than Wall Street. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Most turn out not to.

Training 10

Training Bond Christensen Long-term 10

Harvard Business Review

MAY 30, 2013

Namely, George stresses the importance of: An executive mandate; A creative structure; and. Anyone who has operated inside a big corporate will tell you that for any project, you might have an executive mandate. This is where a startup''s lack of profitable operations would have worked to their advantage. Patient capital.

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

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. Moore and Christensen tell us what to do, but their prescription is rarely followed.

Blog 384

Blog Innovation Strategic Planning Brand 384

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.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

MAY 8, 2017

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. Clay Christensen , Professor at Harvard Business School and Innosight co-founder. They had 14 years of tenure on average before getting the top job.

Franchising 15

Franchising CEO Business Model Strategy 15

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. Many attempts to introduce distributed management fail because executives and directors take themselves out of the equation.

Proposal 8

Proposal Self-aware Engineering CEO 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

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

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. The article defines the types of decisions executives have to make; lays out best practices for structuring major decisions; and warns about typical mistakes that get made along the way. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

DECEMBER 31, 2012

As it tried to understand why it couldn't compete in the market, key executives had the epiphany that some of the firm's greatest innovations in the past had come from customers, not its internal product developers.

CEO 8

CEO Airlines Marketing Software 8

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. In Capitec’s case, for example, not a single one of its branches that were converted from microlending shops are still in operation today. Resisting revenue temptations.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

JUNE 11, 2013

Other new features announced at Apple''s World Wide Developers Conference Monday, such as the iOS 7 and Mavericks operating systems, had a bit more actual newness to them. So do Apple executives. In 2007, Christensen called the iPhone "a sustaining innovation relative to Nokia" and predicted that it would flop.

Schiller 9

Schiller Innovation Disruptive Innovation Christensen 9

Harvard Business Review

JANUARY 10, 2013

Harvard Professor and Innosight cofounder Clayton Christensen alerted the world to the pattern of disruptive change almost two decades ago. Academics and practitioners have built on Christensen's work to develop robust frameworks that can help leaders to spot disruptive developments early and respond appropriately.

Trends 8

Trends Disruptive Innovation Christensen Business Model 8

The Horizons Tracker

FEBRUARY 2, 2020

The 12 square km Education City is home to a wide range of K12 and higher education facilities, including seven international campuses from institutions such as Northwestern, Texas A&M and Carnegie Mellon universities, with HEC Paris then offering executive MBAs from its campus in West Bay.

Resources 78

Resources Innovation GDP Education 78