Harvard Business Review

JUNE 28, 2018

For instance, a recent study of 100 product development teams found that two common disruptors of team harmony, namely diversity and task uncertainty, were positively associated with creative performance. Set bold but achievable goals. You and Your Team Series. Being happy with the status quo is a sure way to escape creativity.

Creativity 13

Creativity Team Christensen Innovation 13

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. By Jeff Dyer, Hal Gregersen, and Clay Christensen. By Dick Grote. and Are Ready to Do It Again. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators.

Kaplan 13

Kaplan Christensen Books Disruptive Innovation 13

Harvard Business Review

MARCH 20, 2012

As part of the fast-growing "managed print services" sector, the company shows organizations how to reduce the number of printers they use. 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?".

Positioning 14

Positioning Christensen Business Model Innovation 14

Harvard Business Review

DECEMBER 22, 2011

She understands that her business has a purpose bigger than product, and that she is in pursuit of something more than just making money. Clay Christensen writes, "Your decisions about allocating your personal time, energy, and talent ultimately shape your life's strategy." Are you multi-tasking your way to lower productivity?

Christensen 16

Christensen McKinsey Short-term Goal 16

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

APRIL 30, 2014

If it’s the former, that question you raised will be carefully considered and may trigger ongoing discussion — and possibly action — by the company’s managers and leaders. Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen.

Company 11

Company Ries Christensen Innovation 11

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. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

DECEMBER 27, 2010

new product, distribution channel, marketing approach). Academics like Clayton Christensen and Vijay Govindarajan, leading-edge innovative companies like Procter & Gamble and Cisco Systems, and thoughtful writers like Michael Mauboussin and Bill James. How should I form and manage innovation teams? Why is innovation so hard?

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

FEBRUARY 25, 2014

The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure. Develop deep expertise — your best risk-mitigation strategy .

Career 8

Career Company IPO Christensen 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

MAY 7, 2015

Managing the growing overlap of work and life has become harder for this younger generation and for parents especially in the last five years: one of every three full-time workers surveyed reports this. So what should managers do? And these options improve employee engagement and productivity.” The reason? For the U.S.

Survey 8

Survey Christensen Globalization Human Capital 8

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

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

FEBRUARY 14, 2012

But if they were launching today, banks would likely ask themselves how to accomplish the transactions (deposits, withdrawals, financial management) of banking without the physical commitment of banks. 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

MAY 30, 2013

A good management team will be dedicated to creating product market fit, otherwise the business will flounder. Investors are involved for the long haul, understanding that startup managers will have to experiment and fail along the way to a successful IPO. Patient capital. Develop a shared innovation philosophy.

Company 9

Company Ries Maturity Innovation 9

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.” That shift made all the difference.

Productivity 10

Productivity Products Christensen Power 10

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

FEBRUARY 7, 2013

And Indian mobile phone provider Bharti Airtel uses IBM to manage its computer systems and Ericsson to operate its cell tower infrastructure. That's essential to tweaking products and marketing campaigns — or overhauling them when necessary. Whether in sports or business, a team is a group of people with a shared goal.

Organization 8

Organization Supply Chain Team Outsourcing 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

FEBRUARY 6, 2014

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. But when Smith asked senior managers “How do we get 20 percent of our revenue outside of the U.S. by 2020?,” Creating a Question-Centric Culture.

Innovation 8

Innovation Disruptive Innovation Christensen Learning-by-Doing 8

Harvard Business Review

MAY 23, 2014

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. While this resulted in high quality contributions, it also led to at least some selection bias.

Christensen 8

Christensen Open-book Software Innovation 8