Mills Scofield
APRIL 15, 2012
Long before it became fashionable, Saul was leveraging the power of business models in his career. ” Clayton Christensen , an advisor to BIF, taught us that customers are hiring companies to “do a job” for them. Saul urges us to also create a shared operating model on HOW value will be delivered.
Strategy Driven
JUNE 29, 2016
It is fashionable today to have management committees, at various organizational levels, working as teams. Organizations do not operate in isolation, and hence it is critical to bring key stakeholders, including suppliers, on board with any new initiative. The most significant hurdle by far is resistance to change from within.
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Harvard Business Review
SEPTEMBER 4, 2017
Invariably, each CEO we host recognizes two truths: Digital disruption will reshape their industry in one fashion or another and they must find a way to embrace these changes. They’ve read Christensen’s book The Innovator’s Dilemma. For the everyday student of business history, this might be unsurprising.
Harvard Business Review
MARCH 23, 2016
Exit from a platform usually requires customers to leave in a coordinated fashion. By contrast, disruption, and particularly demand-side disruption of the type put forward by Clay Christensen, is a force that relies on a steady process of picking off one customer at a time.
Harvard Business Review
JANUARY 2, 2013
Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. It's why Christensen's Innovator's Dilemma is so difficult to overcome. Firms naturally preserve their margins and satisfy their existing customers, steering away from disruptive opportunities.
Harvard Business Review
DECEMBER 10, 2012
In this month's HBR, Professor Clayton Christensen and I have an article that describes how to develop core business strategy in the face of disruption. It could even focus more of its operations on the last-minute needs customers have for which no delivery network is fast enough, growing its automatic kiosk network.
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. Setting the job done framework as a basis for customer segmentation allows us to use all the relevant data for customers in a meaningful and structured fashion.
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