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

The most successful companies incorporate disruptive thinking into all of their business and management practices to gain distinctive competitive value propositions. So why do so many established and often well managed companies struggle with disruptive innovation?

Business Model 300

Business Model Blog Disruptive Innovation Brand 300

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. Do all your Amazon.com shopping with this link: No headset required! Use any phone!

Executive Coaching 113

Executive Coaching Execution Mayo Strategy 113

Modern Servant Leader

JANUARY 15, 2015

Whether you need a leadership and management expert for yourself or your team, you’ll find someone great below. Contact: caduhigg@gmail 9 43,800 5,107 9,706 Clayton Christensen Innovation, Leadership Professor at Harvard Business School. Maybe you need a leadership development expert or public speaker. 13 10,300 817 Joseph J.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

AUGUST 8, 2017

One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues?

Management 15

Management Emotional Intelligence Leadership Drotter 15

Harvard Business Review

SEPTEMBER 25, 2013

Suppose for a moment that you are an administrator in an organization that provides health care and your job is on the line for delivering both savings and improved care. More than 300 hundred administrators of accountable care organizations (ACOs) across the United States are facing it.

Organization 8

Organization Health Care Christensen Innovation 8

Chart Your Course

JUNE 30, 2016

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. In one of the defining management studies carried out in the 90s, Collins and his team complied a list of 1,435 companies in search of those special few that could truly be called “great.”

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

NOVEMBER 18, 2015

That’s no surprise, since Clayton Christensen co-founded our company in 2000, five years after his Harvard Business Review article with Joseph L. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? The rest, of course, is history.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

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. Embrace your organization’s humanity.

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Levitt Christensen Competitive Advantage Welch 11

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." Christensen's theory, however, could have predicted this failure.

Christensen 13

Christensen Price CEO Media 13

Harvard Business Review

OCTOBER 24, 2011

That book is The Innovator's Dilemma by HBS Professor Clay Christensen. Anyone familiar with Professor Christensen's work will quickly recognize the same causal mechanism at the heart of the Innovator's Dilemma: the pursuit of profit. A string of professional managers had led the company straight off the edge of that cliff.

Innovation 15

Innovation Christensen CFO Productivity 15

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. They knew digital photography was the future and invested heavily in hybrid technology in the hope of managing the transition from physical photo printing. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

MARCH 16, 2018

And social movements aren’t only the domain of community organizers and college students. From the Coalition for Inclusive Capitalism to the Conscious Capitalism organization, groups are forming with a mission (in the words of the latter) to “inspire, educate and empower companies to elevate humanity through business.”

Drucker 13

Drucker Long-term Short-term Decentralization 13

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

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. That is much easier said than done.

Christensen 14

Christensen Self-aware Short-term Long-term 14

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). When strategy execution moves too far away from the initial strategy, the link between the plan and reality is broken, resources are wasted, and the organization lacks guidance.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

JUNE 28, 2018

” Indeed, not just in business but also in politics, sports, and the arts, there is no shortage of real-world examples of successful partnerships that were fueled as much by the alignment of ideas as by creative tension or discord. Success and happiness pose a bigger threat to businesses than a moderate degree of dissatisfaction.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. In some rare cases, individuals are able to push back against team consensus and help organizations recognize and proactively respond to changes in the competitive landscape.

Groupthink 8

Groupthink Team Consensus Christensen 8

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. HBR's 90th Anniversary: Why Management Matters.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 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

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

JANUARY 23, 2015

What successful companies are doing right. ’ It also answers the fundamental questions every manager must ask: How do we make money in this business? Before that, successful business models “were created more by accident than by design or foresight, and became clear only after the fact. Insight Center.

Business Model 8

Business Model Drucker Christensen P&L 8

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." 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.

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

OCTOBER 1, 2012

If you're willing to acknowledge the barriers in your way, there are a few tried and true levers you can pull to ensure your intrapreneurial endeavors are better positioned for success. If the antibodies already exist within your organization to destroy new endeavors, you need to go outside of the organization to overcome them.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

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? These CEOs are what we call “insider outsiders.”

Franchising 15

Franchising CEO Business Model Strategy 15

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. Managers constantly try to fit new market needs to existing processes and routines. They can even require cultural change, which is difficult for established organizations.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

MAY 2, 2017

Even organizations that remain headquartered in other cities have set up innovation outposts there in the hope that high-tech silicon dust will rub off on them. And, of course, it looks cool — both inside the organization and to outsiders. Clay Christensen's landmark theory -- in under two minutes. Related Video.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

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. This entrepreneurial success story has not happened overnight.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

SEPTEMBER 11, 2015

Wilson, noted that business leaders who “are always expanding their perspective and what they know—and have that natural curiosity—are the people that are going to be successful.” In many cases, managers and top executives have risen through the ranks by providing fixes and solutions, not by asking questions.

Christensen 8

Christensen Open-book CEO Entrepreneur 8

Harvard Business Review

JULY 11, 2016

I consulted 20 professionals who have worked with or supervised interns in higher education, business, law, and nonprofits, and compiled the most valuable advice for interns from their stories, my own observations, and management literature. Renowned management thinker Clay Christensen recommends spending time formulating the right questions.

Critical Success Factor 8

Critical Success Factor Ryan Christensen Advice 8

Harvard Business Review

MARCH 19, 2012

There's a lesson in this research for career generalists wondering whether it's time to specialize in their next role, either within their current organizations or in a completely new company. But an oft-overlooked part of this strategy is the requirement to amplify your passions and double down when you see early signs of success.

Career 14

Career Long-term Christensen CFO 14

Harvard Business Review

JANUARY 26, 2012

".most often the very skills that propel an organization to succeed in sustaining circumstances systematically bungle the best ideas for disruptive growth. An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution.

Disruptive Innovation 14

Disruptive Innovation Hedge Venture Capitalist Venture Funding 14

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction. Be scrappy.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JUNE 30, 2015

We can benchmark how each client on the network performs against key metrics, identify high performers, and then, with a little extra research, figure out what those organizations are doing right. This data-driven product management has been part of the direct-to-consumer world for some time — think Amazon and Google.

Health Care 8

Health Care Benchmarking Short-term Gordon 8

Harvard Business Review

FEBRUARY 14, 2012

Like the rising temperature of the water the proverbial frog is sitting in, organizations are feeling the social era all around them, but failing to notice how significant a change it has produced. It's something that allows organizations to do things entirely differently — if we let it become the backbone of our business models.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

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). The thought gives me chills.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

SEPTEMBER 20, 2013

Fortunately, the organizations that took the effort to truly understand the value of their data were able to execute appropriately. Here are four steps your organization can take in order to understand the value of your data, and to plan for potential monetization: . Clarify whether it’s really your data.

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Execution Metrics Content Christensen 8