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. That was down from 9.7% in the previous quarter and from its blistering 11.9% pace in the first quarter of 2010.

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? So why open the floodgates?

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

DECEMBER 27, 2010

new product, distribution channel, marketing approach). An innovation that transforms a market or creates a new one through simplicity, convenience, affordability or accessibility. What is the best way to disrupt a market? Innovation is more than whiz-bang technology; consider different strategic intents (e.g.,

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

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 worked on numerous initiatives in large, growing markets that were adjacent to or somewhat related to HP's existing business. But by the mid-1990s, the challenges mounted.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

FEBRUARY 14, 2012

It's not to create more jargon, it's to emphasize a point: that social is more than the stuff the marketing team deals with. Fifteen years ago, The Cluetrain Manifesto taught us that markets are conversations and that was a great starting point. Mass markets were a convenient fiction created by mass media. How does this work?

Banking 16

Banking Business Model Supply Chain Mass Marketing 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. While developing expertise is the most certain way to reduce entrepreneurial risk, many other strategies exist: Process — Using the right processes to deal with market uncertainty (e.g.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

MAY 30, 2013

A good management team will be dedicated to creating product market fit, otherwise the business will flounder. No longer is the organization relying on gut instinct and a shared sense of purpose around delivering product value; instead, most large organizations rely on process controls to standardize operations. Patient capital.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

AUGUST 31, 2016

Measuring Marketing Insights. Enter ING Direct, which looked at the market through a new lens. I wanted to feel like good parent by helping my children understand the power of saving toward goals. ” But as Christensen observes, finding pockets of non consumption is a ripe opportunity for innovation. Insight Center.

Productivity 10

Productivity Products Christensen Power 10

Harvard Business Review

FEBRUARY 7, 2013

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. Orders go from the retailer to overseas vendors that manufacture products. Create a shared purpose and an end-to-end process map.

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