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

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. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life?

Christensen 14

Christensen Self-aware Short-term Long-term 14

Harvard Business Review

NOVEMBER 10, 2011

Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Academic journals have dissected the disruptive innovation theory and hundreds of thousands of students around the world have seen Christensen's famous model. Perhaps the root problem is leadership limitations. So, why has this dilemma persisted?

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

AUGUST 16, 2017

Musk himself is ambivalent about the term. Investors and lenders are betting on the company’s long-term potential to dominate a future that may feature autonomous vehicles, sustainable energy consumption, and the ability to upgrade easily as both hardware and software evolve. ’” he said recently. The answer matters.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

Harvard Business Review

NOVEMBER 13, 2012

Being a giant in today's industry doesn't guarantee even short-term success as industries collide and hungry startups from around the globe keep developing innovative ways to siphon profits from even the most seemingly staid of industries.

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

MAY 15, 2014

Hayes and Abernathy laid the blame instead at management’s doorstep – citing in particular the short-termism that had infected the managerial community and caused them to underinvest in long-term innovation projects. Economy Leadership' For more information, see the conference homepage.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

AUGUST 26, 2013

The debate has focused almost entirely on the leadership of innovation. He pointed out that companies had much more to gain in the short-term, and therefore were tooled to compete, by exploiting opportunities already found than by exploring the business landscape for new ones. Innovation Leadership Leadership transitions'

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

JULY 30, 2014

Organizations still emphasize exploitation of existing advantages , driving a short-term orientation that many bemoan. By the early 1900’s, the term “management” was in wide use, and Adam Smith’s ideas came into their own. Others – such as Frederick Winslow Taylor, Frank and Lillian Galbreth, Herbert R. Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

JANUARY 3, 2014

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. The inferior quality of many schools necessitates early access to youths through internships, short-term placements and even school-based training programs.

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. But the article aimed higher, arguing that when corporate leaders invest with short-term results in mind, they put long-term performance at risk. Great leadership is extraordinarily difficult. Sound familiar?

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

NOVEMBER 28, 2012

And he sees little reason to expect Congress to pass a long-term solution to the fiscal cliff; instead, he thinks an "irresponsible," short-term "band-aid" solution. And Clay Christensen talked about the increasing pace of disruption across all sectors. And concern about political gridlock is not just confined to the US.

Politics 8

Politics CEO Health Care Short-term 8