LDRLB

AUGUST 5, 2013

Wharton School of Finance. Clayton Christensen. Michael Porter. Gianpiero Petriglieri. gpetriglieri. Karl Moore. McGill University. profkjmoore. Ian McCarthy. Beedle School of Business. Toffeemen68. Stew Friedman. stewfriedman. CV Harquail. Howe School of Business. cvharquail. Terri Griffith. Santa Clara University. Innovation.

Hamel 167

Hamel Porter Christensen Rogers 167

Harvard Business Review

JUNE 7, 2012

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 15

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 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

JUNE 7, 2012

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 12

Venture Capitalist Christensen Incubator Porter 12