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

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

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

In the second quarter of 2011, China's Gross Domestic Product (GDP) growth slowed to 9.5%. Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. Such a dynamic is antithetical to effective innovation. That was down from 9.7%

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. And is it possible to encourage the “right kind” of questions — the ones most likely to lead to productive results? Communication Innovation Organizational culture'

Company 11

Company Ries Christensen Innovation 11

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. They then researched and analyzed the markets, segmented them, and developed products. To launch HP's big new businesses, the company's managers took rigorously logical steps.

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. Patient capital. In a good start-up, these characteristics are not hard to find.

Company 9

Company Ries Maturity Innovation 9

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. Optimization therefore made a lot of sense.

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

FEBRUARY 14, 2012

How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? The social object that unites people isn't a company or a product; the social object that most unites people is a shared value or purpose.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

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

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. That's essential to tweaking products and marketing campaigns — or overhauling them when necessary.

Organization 8

Organization Supply Chain Team Outsourcing 8

Harvard Business Review

SEPTEMBER 10, 2015

Holacracy was supposed to revitalize the online shoe store’s culture and its reputation as a fun place to work, but the ever-expanding circles of responsibility that have emerged within the company and the resultant endless meetings are becoming a drain on productivity. Misconception 2: The goal justifies any means.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

DECEMBER 7, 2012

So the goal should not be greater efficiency, but rather efficiency where it makes sense. An over-focus on efficiency can also make it more difficult to cope with gradual change.Eliminating errors by finding an optimal way of solving a problem, and then ruthlessly adhering to it, is at the root of quality control and improved productivity.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 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.” A number of scholars at Harvard Business School have gotten in on the act, studying how crowds solve problems in new product development, scientific breakthroughs, and even trying to find the tomb of Genghis Khan.

Christensen 8

Christensen Open-book Software Innovation 8