Joseph Lalonde

JANUARY 3, 2015

The crisis was an eye opener for many leaders who were guilty of measuring success in monetary terms. Clayton Christensen, a Harvard Professor says that only few people tend to hurt others and be dishonest in the initial stages of their career.

Leadership 120

Leadership Short-term Long-term Self-aware 120

Skip Prichard

SEPTEMBER 20, 2020

Who better to quote in this instance than the late, great, Clayton Christensen who famously answered this question in his book The Innovator’s Dilemma. If it’s largely the latter, management plays a more vigorous role: establishing roles and processes, setting goals and measures, and reviewing progress at every step.”

Innovation 109

Innovation Drucker Supply Chain Influence 109

Strategy Driven

JUNE 29, 2016

How do organizations achieve longevity, the kind of longevity that survives long past the founder or any particular leader or leadership team? Hence, it is rarely a straightforward process, and if the team is committed to the goals and direction of the entire organization, one no is an inappropriate test of the idea.

Supply Chain 52

Supply Chain Real Estate Resistance Competitive Advantage 52

Harvard Business Review

OCTOBER 26, 2012

The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life?

Christensen 13

Christensen Self-aware Short-term Long-term 13

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Organizations still emphasize exploitation of existing advantages , driving a short-term orientation that many bemoan. Townes, and Henry L. Other universities followed.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

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. Misconception 2: The goal justifies any means. Misconception 3: Distributed management does not affect the C-suite or boardroom.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

APRIL 8, 2013

While it might have been written as a treatise of what women could be doing to more of to gain more leadership positions in our organizations, and how we would all benefit from that happening, there was something else that stood out for me: it read as a pretty comprehensive list of things that the men have been doing wrong. The end result?

Career 8

Career Long-term Christensen Advice 8