Harvard Business Review

OCTOBER 24, 2011

That book is The Innovator's Dilemma by HBS Professor Clay Christensen. But what's most interesting to me isn't that The Innovator's Dilemma was on that list. Sculley flipped these priorities to where the goal was to make money. That one dark spot on Professor Christensen's prescience was always his predictions on Apple.

Innovation 15

Innovation Christensen CFO Productivity 15

Modern Servant Leader

JANUARY 15, 2015

Innovation Advocate. Contact: caduhigg@gmail 9 43,800 5,107 9,706 Clayton Christensen Innovation, Leadership Professor at Harvard Business School. Tweets with occasional assistance from the Fellows at the Forum for Growth & Innovation. Get hands-on serious about achieving your goals. ~ Humans Create Futures.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

DECEMBER 27, 2010

I thought it would be helpful to provide the list of 31 questions, and my one sentence perspective on each question, as it dovetails with my current book project (tentatively titled, The Little Black Book of Innovation.) How do you define innovation? What are different types of innovation? What is disruptive innovation?

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators. By Jeff Dyer, Hal Gregersen, and Clay Christensen. By Dick Grote.

Kaplan 13

Kaplan Christensen Books Disruptive Innovation 13

Harvard Business Review

JUNE 28, 2018

Consistent with these famous case studies, scientific research shows that creativity and innovation can be enhanced by reducing team harmony. At the same time, its illustrious history and access serve to galvanize bold goals, and continuous pitches and feedback elicit sustained tension and conflict. Set bold but achievable goals.

Creativity 14

Creativity Team Christensen Innovation 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?". You're comparing the upside generated by this innovation with the present state of affairs. But the present status quo.is

Positioning 14

Positioning Christensen Business Model Innovation 14

Harvard Business Review

DECEMBER 7, 2018

While progress is clearly being made, as an industry, we still have far to go to consistently deliver on the promise of high-value care through technology and innovation. The goal is to provide consistent medicine, based on evidence, for the patient’s specific medical condition. As Harvard Business School professor Clayton M.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

Harvard Business Review

OCTOBER 17, 2012

In Mindset , psychologist Carol Dweck writes: "it isn't just our abilities and talent that bring our success — but whether we approach our goals with a fixed or growth mindset." Whether disruptive innovation involves a product, service, company, or especially, an individual, Christensen provides a robust theory for learning how to lead.

Books 13

Books Christensen Ries Disruptive Innovation 13

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. Such a dynamic is antithetical to effective innovation.

GDP 13

GDP Christensen Disruptive Innovation Business Model 13

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. On-the-ground insights can spark the “why “ and “what if “ questions that eventually lead to innovation. Communication Innovation Organizational culture'

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

SEPTEMBER 25, 2013

Harvard Business School’s Clayton Christensen has taught us this is not possible — that an organization will not cannibalize itself. What makes the conversations exciting is the richness of the innovative ideas and the prospect that they might actually get to try them. Leading Health Care Innovation.

Organization 8

Organization Health Care Christensen Innovation 8

Harvard Business Review

OCTOBER 25, 2011

Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation. An engineer, designer, serial entrepreneur, investor, and researcher, he has developed 1,000+ products/services and has collaborated with Clay Christensen at HBS for more than 15 years.

Mentor 15

Mentor Christensen Incubator Learning-by-Doing 15

Harvard Business Review

MARCH 22, 2011

HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. Ironically, a much more creative and experimental approach to innovation had been central to making Hewlett Packard into a market-leading behemoth.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

MAY 30, 2013

For that reason, the "Lean" mentality is one of the most powerful tools in the innovator''s arsenal — in startups and mature corporations alike. That has resulted in some misconceptions that can be counterproductive in the quest for innovation. But you how do you get there? You can''t just ask for it.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JANUARY 24, 2012

The problem, as Clay Christensen has recently emphasized, is that students rarely learn at the same rate, let alone in the same way. Thus, in designing the interaction between teacher activities and either textual or online learning, the goal is to break free of the strict complementarity that compels step-by-step advancement of the group.

Video 15

Video Education Christensen Hedge 15

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. Townes, and Henry L.

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

FEBRUARY 14, 2012

Collaborating with people through shared purpose creates advantage because it allows everyone to work towards a shared goal. That was why Christensen's The Innovator's Dilemma became the bible of the boardroom. When people know the purpose, they are not waiting to be told what to do.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

DECEMBER 1, 2015

The goals vary, but this is the first time in history that every country will agree to manage its emissions. But, as climate policy expert Aimee Christensen pointed out to me, “the recent momentum going into Paris is primarily driven by the improving economics of action (e.g., For example, the U.S.

Conference 8

Conference Supply Chain Commitment Energy 8

Harvard Business Review

AUGUST 31, 2016

I wanted to feel like good parent by helping my children understand the power of saving toward goals. But without good options for doing that, I ended up doing nothing – what Harvard Business School professor Clayton Christensen calls “non consumption.” Getting innovation right doesn’t have to be a crap shoot.

Productivity 10

Productivity Products Christensen Power 10

Harvard Business Review

FEBRUARY 6, 2014

We know that questioning can trigger innovative thinking. In a collaboration to determine just how disruptive leaders find these compelling questions, Professor Clayton Christensen and I conducted nearly 40 interviews with renowned global leaders. Disruptive innovation Leadership Organizational culture'

Innovation 8

Innovation Disruptive Innovation Christensen Learning-by-Doing 8

Harvard Business Review

MAY 20, 2013

A member of the Forum for Growth and Innovation, a Harvard Business School think tank developing and refining theory around disruptive innovation. She''s is a co-founder of Rose Park Advisors, Clayton Christensen''s investment firm, and the author of Dare-Dream-Do: Remarkable Things Happen When You Dare to Dream. James Allworth.

Advice 13

Advice Learning-by-Doing Career Open-book 13

Harvard Business Review

DECEMBER 7, 2012

So the goal should not be greater efficiency, but rather efficiency where it makes sense. 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 9

Efficiency Supply Chain Christensen Crisis 9

Harvard Business Review

FEBRUARY 7, 2013

Driven by the ever-lower costs of global communication and online collaboration tools, Henry Ford's vertically integrated organization is yielding to Procter & Gamble's network of external innovators. Whether in sports or business, a team is a group of people with a shared goal. Create a shared purpose and an end-to-end process map.

Organization 8

Organization Supply Chain Team Outsourcing 8

Harvard Business Review

MAY 23, 2014

This insight is almost a tagline for the rise of online distributed innovation, commonly referred to as “crowd sourcing.” Working with Professor Clayton Christensen on the research that became “The Capitalist’s Dilemma ,” and taking a page from his book, we thought, How might we disrupt our own knowledge generation process?

Christensen 8

Christensen Open-book Software Innovation 8

Harvard Business Review

SEPTEMBER 10, 2015

Still, the essential concepts behind holacracy offer perhaps the best hope of easing top managers’ stranglehold on companies and, by extension, on innovation. Misconception 2: The goal justifies any means.

Proposal 8

Proposal Self-aware Engineering CEO 8