Harvard Business Review

SEPTEMBER 27, 2013

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Disruptive innovation can take several forms, and the market understands some types better than others. But do markets really follow the logic of an academic theory? Four types of disruption.

Innovation 8

Innovation Marketing Disruptive Innovation Discounted Cash Flow 8

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. Winning the War for Talent in Emerging Markets: Why Women are the Solution. By Robert Kaplan.

Kaplan 11

Kaplan Christensen Books Disruptive Innovation 11

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. Managers constantly try to fit new market needs to existing processes and routines. automakers took decades to adopt lean production methods despite the obvious benefits from increased productivity and lower work-in-process inventory.

Technology 8

Technology Depreciation Christensen Short-term 8

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

AUGUST 28, 2014

After the dot-com bubble, investment in software and information processing equipment in the U.S. labor market of the 2000s coincided with a sharp deceleration in computer investment — a fact that appears first-order inconsistent with the onset of a new era of capital-labor substitution. tumbled, and stayed down.

GDP 12

GDP Information Technology Company Christensen 12

Harvard Business Review

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. ’ It also answers the fundamental questions every manager must ask: How do we make money in this business? A new business model may turn on designing a new product for an unmet need or on a process innovation. Insight Center.

Business Model 8

Business Model Drucker Christensen P&L 8

N2Growth Blog

JANUARY 13, 2011

Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, taint the brand, adversely affect external relationships, and cause a variety of other problems for your business. All initiatives surrounding new ideas should include detailed risk management provisions.

Blog 413

Blog Innovation Strategic Planning Brand 413

Harvard Business Review

NOVEMBER 13, 2012

But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like "a silicon chip supplier." This exchange highlights one of the biggest barriers to incumbents dealing with market transitions: arrogance. 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

MARCH 16, 2012

While management often espouses the notion that good ideas can come from everywhere, in practice there are "thinkers" who create strategies and designated "doers" who execute those strategies. Many of you know of Clay Christensen's iconic work the Innovators Dilemma. What could you do together? What would be one way to try it out?

Christensen 15

Christensen Business Model Decentralization Innovation 15

Harvard Business Review

JANUARY 3, 2012

At many companies, the idea evaluation process revolves around detailed Excel spreadsheets, comprehensive PowerPoint documents, and an orchestrated sequence of pre-meetings leading up to a decision meeting. This kind of process can help successfully move an idea from a Post-It note to the market.

Stage-Gate 14

Stage-Gate Due Diligence Disruptive Innovation Document 14

Harvard Business Review

OCTOBER 1, 2012

They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business. So how do you empower your corporate innovators to bring their ideas to market? He was completely right.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry. Strategic Boredom (not enough strategic stress).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

JUNE 28, 2018

Conversely, when teams and organizations enjoy too much harmony, they will gravitate toward inaction and complacency, which, as Clayton Christensen noted 20 years ago in The Innovator’s Dilemma , will breed decline and extinction. Often, an explicit process can help. Elicit conflict and adversity.

Creativity 11

Creativity Team Christensen Innovation 11

Harvard Business Review

OCTOBER 17, 2012

The Innovator's Dilemma by Clayton Christensen (which is also on John Coleman's list) builds on the notion of a growth mindset more specifically within a business context. Whether disruptive innovation involves a product, service, company, or especially, an individual, Christensen provides a robust theory for learning how to lead.

Books 10

Books Christensen Ries Disruptive Innovation 10

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. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? That is much easier said than done.

Christensen 13

Christensen Self-aware Short-term Long-term 13

Harvard Business Review

FEBRUARY 10, 2011

Last week I attended an Executive Sustainability Summit hosted by Xerox , Waste Management (WM), and Arizona State University. The short conference brought together public and private sector managers working on environmental and social issues. billion "managed print services" (MPS) industry ( according to research firm IDC ).

Productivity 14

Productivity Products Christensen Document 14

Harvard Business Review

APRIL 30, 2014

Imagine you’re a bright, inquisitive person working for a company with long-established policies and work processes in place (or maybe you don’t have to). Now let’s say you’ve noticed one of those processes is not as efficient or effective as it might be, which leads you to reasonably ask: Why are we doing it this way?

Company 9

Company Ries Christensen Innovation 9

Harvard Business Review

DECEMBER 29, 2010

I've also had the chance to experience the world of venture capital investing through the small fund that our team in Singapore manages on behalf of the Singapore government. Chinese companies like BYD are well positioned to lead the electrical vehicle market. Big companies began to attempt to manage innovation in a systematic way.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

FEBRUARY 7, 2013

While companies have outsourced low-value work such as payroll processing and call centers for decades, today they farm out critical activities. And Indian mobile phone provider Bharti Airtel uses IBM to manage its computer systems and Ericsson to operate its cell tower infrastructure. But a shared purpose isn't enough.

Organization 8

Organization Supply Chain Team Outsourcing 8

Harvard Business Review

MAY 2, 2017

Clay Christensen's landmark theory -- in under two minutes. So, even if the outposts manage to absorb local value they usually fail to propagate it back to the organization, which means they fail on the ultimate reason for their existence. As an analogy, think of sales and marketing and the rise of CRM. Related Video.

Innovation 8

Innovation Social Capital CRM Tacit Knowledge 8

Harvard Business Review

APRIL 25, 2016

It’s even become a noun of sorts — uberization — which people use to describe a disruptive change to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).

Organization 8

Organization Airlines Constraint Power 8

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Firing hundreds of employees, upsetting your core business’ distribution partners, writing off billions of dollars of investment — these things are difficult for managers to even contemplate, and with good reason. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

MARCH 25, 2016

Most large companies seem to have lost the taste for entrepreneurship, their CEOs preferring to focus on using technology to maximize profit from existing businesses, as Clayton Christensen and others have shown, or not to invest at all. Managing the transition. Drucker Forum 2016: The Entrepreneurial Society.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

DECEMBER 27, 2010

new product, distribution channel, marketing approach). An innovation that transforms a market or creates a new one through simplicity, convenience, affordability or accessibility. What is the best way to disrupt a market? How should I form and manage innovation teams? How do I spot opportunities for innovation?

Innovation 15

Innovation Govindarajan Disruptive Innovation Business Model 15

Harvard Business Review

FEBRUARY 25, 2014

The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. While developing expertise is the most certain way to reduce entrepreneurial risk, many other strategies exist: Process — Using the right processes to deal with market uncertainty (e.g.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

APRIL 11, 2014

And they’d all seen radial tires take over the European market. The process used to manufacture them was completely different from the one they used to make bias-ply tires. market in the first 18 months after their introduction. In the late 1960s, Michelin introduced the radial tire into the U.S. Goodrich, and General Tire).

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

MAY 8, 2017

In a study of S&P 500 and Global 500 firms, our team found that those leading the most successful transformations, creating new offerings and business models to push into new growth markets, share common characteristics and strategies. Clay Christensen , Professor at Harvard Business School and Innosight co-founder.

Franchising 14

Franchising CEO Business Model Strategy 14

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. It’s not easy for big companies to innovate. global information solutions company.

Innovation 8

Innovation Metrics Christensen Workshop 8

Harvard Business Review

MARCH 22, 2011

HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. To launch HP's big new businesses, the company's managers took rigorously logical steps. But they only looked at opportunities in what were already billion dollar markets.

Ries 10

Ries Agility Market Segmentation Christensen 10

Harvard Business Review

DECEMBER 10, 2015

And as Clayton Christensen described in The Innovator’s Dilemma , it can be very difficult for management teams and their organizations to acknowledge that the paradigm around them has changed, and instead of responding in an adaptive manner, too many organizations redouble their investments in legacy business models or technologies.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

JANUARY 26, 2012

An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. Hedge fund investors who deploy capital in large and liquid markets can scale their time well. In November 2005, Paul Graham wrote an essay titled " The Venture Capital Squeeze."

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Harvard Business Review

MARCH 21, 2011

She told me repeatedly: you need to better articulate the business plan, especially the decision-making process. In neglecting to craft a detailed business plan, however, we not only hadn't charted a path to profitability, we didn't have processes in place that would allow us to effectively make tough decisions. No, no, no , I cried.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14

Harvard Business Review

AUGUST 27, 2015

It was clearly a superior method of managing commerce. Clay Christensen used to advise auto manufacturers to focus on their customers’ jobs-to-be-done, understanding when their customers were looking for mobile offices and when they wanted family transport vehicles. It made trips that could last months possible in just days.

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

APRIL 26, 2011

And some superstars have very innovation-friendly experience, such as launching a new product, opening up an office in an emerging market, or operating in a constrained environment. For example, have them work together to experience the end-to-end process of creating a new business, even if it has nothing to do with your company or industry.

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

JANUARY 8, 2015

But it’s familiar territory to innovators, who’ve spent decades wrestling with the problem of how to manage uncertainty when there is little to guide them in getting their new offering to a new audience or market. It’s uncomfortable terrain for many strategists. Trap 2: Build It and They Will Come. But was that so?

Innovation 8

Innovation Business Model Uncertainty Advertising 8

Harvard Business Review

JUNE 23, 2015

The company had spent the past two decades focused on implementing Six Sigma processes across the enterprise and it was primed to execute on the best and smartest ideas. Many of the most common missteps we see companies make would fit nicely in Steve Kerr’s management classic , “The folly of rewarding A, while hoping for B.”

Innovation 8

Innovation Company Six Sigma Constraint 8

Harvard Business Review

DECEMBER 7, 2012

Eliminating all errors makes it hard to compete in the trial-and-error process that's required for a company to adjust, because there are no trials without errors. A healthier approach also means managing acceptable losses.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8