Skip Prichard

SEPTEMBER 20, 2020

What characteristics do the most innovative organizations share? Who better to quote in this instance than the late, great, Clayton Christensen who famously answered this question in his book The Innovator’s Dilemma. How will the COVID-19 pandemic impact innovation and leadership in organizations around the world?

Innovation 104

Innovation Drucker Supply Chain Influence 104

N2Growth Blog

JUNE 14, 2010

While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. Do people in your organization laugh at new ideas? Are your management and executive ranks void of youth?

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Business Model Blog Disruptive Innovation Brand 300

The Horizons Tracker

FEBRUARY 22, 2022

These virtual environments are designed to be exact digital replicas of physical assets and allow organizations to rapidly test changes in the virtual world without having to undergo costly and resource-intensive changes in the physical realm. It’s a market that is already worth $3.1 Will the metaverse fare better?

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Stephenson Wireless Christensen Automotive 89

Tony Mayo

JULY 26, 2010

Christensen titled, “ How Will You Measure Your Life? &# Along with plenty of great advice for new graduates he shared some keen insights on executive coaching. Organize Outlook: Xobni scanR WordPress You Send It Support this blog. Organize Outlook: Xobni scanR WordPress You Send It Support this blog. Use any phone!

Executive Coaching 113

Executive Coaching Execution Mayo Strategy 113

Harvard Business Review

AUGUST 8, 2017

At this juncture, what you think, what you say, and how you show up — in effect, your leadership presence — can have a direct impact on those you are now leading and managing for the first time. Set a leadership values-based goal. More than that, they must view this other-directed work as mission-critical to their success.”

Management 15

Management Emotional Intelligence Leadership Drotter 15

Harvard Business Review

OCTOBER 26, 2012

The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North. By external standards I was highly successful, but inside I was deeply unhappy. I was losing my way.

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Christensen Self-aware Short-term Long-term 14

Harvard Business Review

JANUARY 13, 2014

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. Innovation Leadership Strategy'

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Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

NOVEMBER 10, 2011

They suggested that companies should find a customer who loved the disruptive solution despite its limitations and create a separate organization to commercialize it. Of course, that young HBS professor was Innosight co-founder Clayton Christensen. That's not to say that there haven't been success stories. Any other ideas? *

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

SEPTEMBER 7, 2011

To understand my stance, it's important to understand one basic idea; past success isn't always a good indicator of future success. 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.

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Christensen Price CEO Media 13

Harvard Business Review

DECEMBER 17, 2012

Recent corporate history is littered with successful established firms who failed to manage disruptive innovation even with full knowledge that it was coming. For Clayton Christensen, this is a basic flaw of incumbency. For Clayton Christensen, this is a basic flaw of incumbency. Kodak is a poster-child. It didn't work.

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Christensen Disruptive Innovation Mass Marketing Wireless 8

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. Failed initiatives are costly at several levels. Every sound business initiative begins with a solid strategic plan.

Blog 373

Blog Innovation Strategic Planning Brand 373

Chart Your Course

JUNE 30, 2016

It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy. The Five Dysfunctions of a Team: A Leadership Fable (2002). Christensen. Listed in no particular order. The 7 Habits of Highly Effective People (1989).

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Human Resources Talent Management Resources Ulrich 100

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. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D., Christensen is a professor at Harvard Business School. and Jason Hwang M.D.

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Health Care Disruptive Innovation Christensen Business Model 14

Harvard Business Review

NOVEMBER 1, 2012

In the mid-90s as CEO of Medtronic, I was concerned about whether we could sustain the remarkable success in innovation that we had enjoyed during the previous 10 years. Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 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.”. Provide the tools to question well.

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

NOVEMBER 13, 2012

The net result was the company didn't get access to George's knowledge, and he was left with a bad taste in his mouth about the organization. If you cut through Clayton Christensen's management classic The Innovator's Dilemma , the root cause of failure in the face of disruptive change is the resource-allocation process.

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Christensen Middle Management Short-term Long-term 8

Harvard Business Review

SEPTEMBER 11, 2015

.” Dell was responding to a 2015 PwC survey of more than a thousand CEOs, a number of whom cited “curiosity” and “open-mindedness” as leadership traits that are becoming increasingly critical in challenging times. Another of the respondents, McCormick & Company CEO Alan D.

Christensen 8

Christensen Open-book CEO Entrepreneur 8

Harvard Business Review

AUGUST 1, 2012

Innosight cofounder Clayton Christensen memorably termed this the "growth-gap death spiral" in his 2003 book The Innovator's Solution ). Few companies look back to see how well past forecasts panned out, let alone seek to understand the markers that identify successful projects. Then early results disappoint.

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Innovation Planning Kahneman Tversky 13

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. How successful has the company been at creating new products, services, and business models? Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

DECEMBER 9, 2010

A quick background on the players: the Summit was thrown by a new organization dedicated to green business leadership, with events aided mightily by friend and colleague, the uber-connected Aimee Christensen. According to Sunil's team, this level of cuts should be the new measure of success for industries and countries alike.

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Christensen Policies Entrepreneur Industry 12

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

JULY 19, 2013

Questions alone might be clever, but as Jeff Dyer, Clayton Christensen, and I found in our research behind The Innovator''s DNA , they rarely produce positive impacts. Catalytic Questioning ensures this essential leadership skill improves over time to unlock even better, more creative solutions. Step 5: Get to work! Find some answers.

Brainstorming 8

Brainstorming Christensen Disruptive Innovation Innovation 8

Harvard Business Review

JULY 27, 2012

Clayton Christensen's book How Will You Measure Your Life has turned into a well-deserved best seller. Beyond drawing individual lessons from the book, corporate leaders should turn the central framing question on their organizations — asking how they will measure their company's lives. Leadership compensation.

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Christensen Company Consensus Gilbert 13

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.

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Christensen Business Model Decentralization Innovation 16

Harvard Business Review

FEBRUARY 15, 2012

But you know, my leadership team is smart. And they've been hugely successful. The company's core control mechanisms — the means by which it decides how to allocate resources, start and stop projects, and so on — were organized to do one thing: minimize mistakes. The answer we came to was a simple one.

Innovation 14

Innovation Gilbert Govindarajan Christensen 14

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.

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Innovation Christensen Decisionmaking CTO 11

Harvard Business Review

MAY 20, 2013

Associate director for the Motivation Science Center at the Columbia University Business School and author of Nine Things Successful People Do Differently. The key to success (scientifically speaking) is perseverance. Today, connected individuals can now do what once only large centralized organizations could. Whitney Johnson.

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Advice Learning-by-Doing Career Open-book 12