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. Nevertheless, many leaders fall into this trap even without knowing what is happening.
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.”
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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.
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?
First Friday Book Synopsis
MARCH 7, 2011
HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].
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.
Harvard Business Review
MAY 7, 2015
According to Kathleen Christensen, Program Director at the Alfred P. Gone are the days where an employee seeking flexibility goes out on a limb, risking the potential of stigma, to a new day, where the manager initiates the conversation about how flex can help the employee, the team, and the division to achieve their mutual goals.
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