Mills Scofield

APRIL 15, 2014

Trust is a tool to assess and manage (reduce and/or increase) risk, depending on the situation. DMS : Trust and vulnerability are keys to “Energy Management” Not to sound too 19th or 20th Century, but trusting is efficient… and effective. Energy Management raises the issue of perfection.

Efficiency 132

Efficiency Energy Senge Resources 132

Deming Institute

JANUARY 19, 2017

In Clayton Christensen’s new book, Competing Against Luck , the authors delve into the importance of gaining a deep understanding of what your customers desire. Edwards Deming and Clayton Christensen understand that the customer is part of the system in a way that most others don’t appreciate.

Deming 28

Deming Christensen System Innovation 28

Harvard Business Review

MAY 15, 2014

Breakthroughs can also result from innovations in management. We can make new tools, and we can make new rules. Managers, of course, are among the great rule inventors and implementers of the world. What if managers changed their approaches and got that set of rules right? The two don’t always march in lockstep.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

FEBRUARY 13, 2013

They have a leadership problem," I listened carefully. Duncan and I suggest working on four systems — a growth blueprint, production systems, governance and controls, and leadership, talent, and culture. Ronn agrees, but notes that the responsibility for such systemic work ultimately rests with a company's leadership team.

Innovation 11

Innovation Competitive Advantage Leadership Christensen 11

LDRLB

MAY 26, 2014

In that sense, the Christensen solution has become counterproductive; in fact, it’s become dangerous. It’s not generally a technology problem; it’s a leadership problem. One of the reasons, I think, for that is, like you said, it’s a leadership issue, but it’s also what models are you using. DAVID: Yeah.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

OCTOBER 26, 2012

My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? But then, Christensen says, they started making exceptions to the rules "just this once.". The practice of mindful leadership gives you tools to measure and manage your life as you're living it.

Christensen 14

Christensen Self-aware Short-term Long-term 14

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

AUGUST 26, 2013

He managed to hold the stock price on a pretty even keel, but no better than that. The debate has focused almost entirely on the leadership of innovation. We''re figuring out that innovation is the be-all and end-all in every kind of business, and that the quality of leadership is a big factor in determining where it happens.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

DECEMBER 12, 2013

Perhaps the Bill and Melinda Gates Foundation or the Clinton Global Initiative could fund the award, with support from world-leading academics like Clayton Christensen and Rita McGrath. Realistic assessments of what can go wrong are helpful tools to highlight seemingly invisible mines standing in the way of success.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

MAY 18, 2017

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. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

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