First Friday Book Synopsis
MAY 29, 2013
What You’re Really Meant to Do: A Roadmap for Reaching Your Unique Potential Robert Steven Kaplan Harvard Business Review Press (2013) To paraphrase Walt Whitman, “We are large, we contain multitudes.”
LDRLB
DECEMBER 10, 2012
How Will You Measure Your Life by Clay Christensen, James Allworth & Karen Murphy. Clay Christensen new book helps build that foundation by taking well-research business concepts and outlining how to apply them to your own life. Leapfrogging by Soren Kaplan. Leadership. Great leaders need solid foundations. Innovation.
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Mills Scofield
APRIL 15, 2012
That’s why I was thrilled when my friend and one of business model innovation’s gurus, Saul Kaplan , wrote a must read book sharing his real world experiences - The Business Model Innovation Factory. ” Clayton Christensen , an advisor to BIF, taught us that customers are hiring companies to “do a job” for them.
LDRLB
JULY 17, 2012
In the book, the Innovator’s DNA , Clayton Christensen and colleagues list five behaviors that characterize innovative leaders: associational thinking, questioning, observing, networking and experimenting. Join Soren for a free webinar on July 26 to take a deeper dive into the topic of Leading Disruptive Innovation.
Harvard Business Review
AUGUST 22, 2011
By Jeff Dyer, Hal Gregersen, and Clay Christensen. Alongside Clay Christensen, Jeff Dyer and Hal Gregersen conducted an in-depth study that uncovered the five skills shared by the best innovators in the world. By Robert Kaplan. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators.
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
MAY 18, 2017
Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. He didn’t produce one signature idea, like Robert S.
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