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.

Supply Chain 52

Supply Chain Real Estate Resistance Competitive Advantage 52

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. Competing Against Luck provides useful concepts and strategies to use to create a deeply customer focused organization. I strongly recommend it.

Deming 28

Deming Christensen System Innovation 28

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Innovation Leadership Strategy' And short-term numbers at that.

Levitt 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

NOVEMBER 10, 2011

The most punishing innovations, they argued, were the ones that were easy to dismiss at first blush — simple, affordable solutions that took root outside the mainstream market. Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Capital markets is one explanation.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

DECEMBER 17, 2012

For Clayton Christensen, this is a basic flaw of incumbency. Unfortunately, however, customers for firms serving the mass market, by definition, have largely of middle-of-the-road needs. Unfortunately, however, customers for firms serving the mass market, by definition, have largely of middle-of-the-road needs. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

OCTOBER 26, 2012

As markets rose and bonus pools grew, it was all too easy to celebrate the rising tide of wealth without examining the process that created it. Too many leaders placed self-interest ahead of their organizations' interests, and ended up disappointing the customers, employees, and shareholders who had trusted them.

Christensen 14

Christensen Self-aware Short-term Long-term 14

Harvard Business Review

SEPTEMBER 7, 2011

Clayton Christensen has long been a proponent of hiring managers with the right " schools of experience." Sales were flat and Yahoo managed to lose its allure as a technology focused organization. Christensen's theory, however, could have predicted this failure. She never had to find novel products and revenue sources.

Christensen 13

Christensen Price CEO Media 13

Harvard Business Review

NOVEMBER 13, 2012

This unnamed company had been the gorilla of its market for the past two decades and had gotten used to throwing its weight around, particularly with suppliers that wanted both the positive reputation effects and the volume that came from serving a market leader. There's nothing wrong with a company being proud of its accomplishments.

Christensen 8

Christensen Middle Management Short-term Long-term 8

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. This requires a leadership team and work force that is always trying to ask the questions that can light up the big honking issues.”. So why open the floodgates?

Company 10

Company Ries Christensen Innovation 10

Harvard Business Review

NOVEMBER 1, 2012

Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR. Christensen and Bower's article offered the counterintuitive notion that great companies fail for the same reasons they initially experience success. Still, it enabled Medtronic to expand into the Chinese market.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

MARCH 2, 2011

Editor's note: This post is part of a three-week series examining innovation in health care, published in partnership with the Advanced Leadership Initiative at Harvard University. Because the high end of most markets is where the most attractive profits are made, serving the most profitable customers. and Jason Hwang M.D.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

N2Growth Blog

JANUARY 13, 2011

In fact, it is most often the organizations that demonstrate a “heard mentality&# when rushing to adopt the latest ideas that are the farthest thing away from being innovative. Simple : Whether the new idea is intended for your organization, vendors, suppliers, partners or customers it must easy to use.

Blog 413

Blog Innovation Strategic Planning Brand 413

Harvard Business Review

DECEMBER 24, 2013

The good news is that millennial men are changing the way they define leadership and demanding work that fits around their families. According to Clay Christensen and his coauthors Dina Wang and Derek van Bever, the strategy consulting industry is about to blow up the same way the legal world just did.

Management 18

Management Health Care Middle Management Agility 18

Harvard Business Review

MAY 8, 2017

But when you look more deeply into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. That knowledge helped them understand how to make change happen inside an organization. ” Make no mistake, they have substantial relevant experience.

Franchising 14

Franchising CEO Business Model Strategy 14

Harvard Business Review

JANUARY 3, 2014

Our organization focuses mainly on plugging the ‘skills gap’: we identify, train, and place underprivileged youths in emerging industries like the hospitality sector. Some may have short onboarding programs for new employees; at best some multinational companies will budget similar training budgets as in their developed market businesses.

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. To reverse this, senior leadership took a number of steps. It’s not easy for big companies to innovate.

Innovation 8

Innovation Metrics Christensen Workshop 8

Harvard Business Review

DECEMBER 12, 2013

Getting beyond the obvious isn’t easy (that is, that corporate leaders should make their organizations hospitable to high-impact innovation, and pundits should balance breathless praise of quick flips with equal, if not more, attention paid to the long-term impact that innovations have). Innovation Leadership'

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

MARCH 16, 2012

"Leadership" has changed when a decentralized group of people can take down a government. Human Resources" have changed when most of the people who create value for your organization are neither hired nor paid by you. From isolated organizations to communities. This air sandwich is the source of all strategic failure.

Christensen 15

Christensen Business Model Decentralization Innovation 15

Harvard Business Review

OCTOBER 11, 2013

When I suggested to Clayton Christensen that we partner with Hatkoff to create the Tribeca Disruptive Innovation Awards , Clay’s response was : I trust you Whitney. Celine Schillinger sought to change the leadership landscape of Sanofi, a major pharmaceutical company. If you say we should, let’s do it.

Innovation 10

Innovation Christensen Decisionmaking CTO 10

Harvard Business Review

AUGUST 8, 2014

CEOs and organization leaders who read only his column (or worse, only the title) and split HR as he suggests, will make a serious mistake that will destroy value for their shareholders and constituents. Lets be clear. Ram Charans recommendation is wrong. While he may be wrong, he may also be as wise as Solomon.

Charan 13

Charan Finance Human Resources Supply Chain 13

Harvard Business Review

SEPTEMBER 10, 2015

As Clayton Christensen and many others have demonstrated , the management practices prevailing in most companies tend to stifle any dialogue on ideas that arise from the shop floor or the front line. Instead, in holacracy and sociocracy, self-organization coexists with and complements a robust hierarchy.

Proposal 8

Proposal Self-aware Engineering CEO 8