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. Yet, the innovator's dilemma persists. But they're notable because they are exceptions.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JANUARY 27, 2016

Much fanfare has been paid to the term “disruptive innovation” over the past few years. Christensen has even re-entered the fold clarifying what he means when he uses the term. And over the long term, each of these short-term decisions could lead to failure. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

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?

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Christensen Self-aware Short-term Long-term 14

Harvard Business Review

AUGUST 21, 2018

Clayton Christensen and others argue that an incumbent’s failure has little to do with the newness or complexity of the technology. Just four short years ago, GE CEO Jeff Immelt declared that “If you went to bed last night as an industrial company, you’re going to wake up this morning as a software and analytics company.”

Innovation 10

Innovation Company Marketing Christensen 10

Harvard Business Review

MAY 28, 2015

Managers constantly try to fit new market needs to existing processes and routines. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock. More importantly, managers need to monitor the tool innovation roadmap.

Technology 8

Technology Depreciation Christensen Short-term 8

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 15

Productivity Products Christensen Document 15

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." 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

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ).

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

AUGUST 22, 2011

The term "disruptive innovation" has become an industry buzzword. What you can know is that the markets for disruptive innovations are unpredictable, and therefore your initial strategy for entering a market will be wrong," writes Christensen. STOP IT.". It's an unnerving and unpredictable path, but you'll be in good company.

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Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

FEBRUARY 13, 2013

Practitioners have robust tools to discover opportunities to innovate, design, and execute experiments to address key strategic uncertainty; to create underlying systems to enable innovation in their organization; and to manage the tension between operating today's business and creating tomorrow's businesses. And it's absolutely necessary.

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Innovation Competitive Advantage Leadership Christensen 11

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

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

DECEMBER 22, 2011

Clay Christensen writes, "Your decisions about allocating your personal time, energy, and talent ultimately shape your life's strategy." But as Christensen observes, we often default to short-term tasks even when many of them may not connect to our bigger goals.

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Christensen McKinsey Short-term Goal 16

Harvard Business Review

NOVEMBER 30, 2011

Taking a job just for the plush office and expense account might be a short-term strategy that compounds feelings of unhappiness further down the track. Ask your manager for a chance to lead a new business. Like Clayton Christensen did , spend an hour a day thinking about what things you're passionate about.

Career 19

Career Christensen Hedge Short-term 19

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. Singapore is positioning itself as the global exchange, where West meets East and where India and China are both reachable via relatively short direct flights.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

JUNE 30, 2015

The English grandmaster Nigel Short recently declared that computers are stripping chess of its mystery; by crunching reams of data, computers can deconstruct once-obscure board positions in a matter of seconds and reveal the optimal move. Something similar is just starting to happen in health care. Take my company, athenahealth.

Health Care 8

Health Care Benchmarking Short-term Gordon 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

JANUARY 3, 2017

Consider the management consulting industry. Recently though, some new companies have figured that, in today’s digital age, there are other and perhaps more efficient ways of matching clients with consultants: online, through search terms, and by building rich databases. A company that understood this well is Eden McCallum.

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McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

AUGUST 26, 2013

He managed to hold the stock price on a pretty even keel, but no better than that. 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.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

MAY 9, 2014

So let’s consider what a company can do in a world that’s volatile, uncertain, complex, and ambiguous – that’s “VUCA” for short, a military term that’s been adopted by business. Think of the famous idea from Clayton Christensen of trying to disrupt or cannibalize your own business before someone else does.

Supply Chain 8

Supply Chain Strategy Risk Management Christensen 8

Harvard Business Review

APRIL 11, 2014

But even though radial tires were far superior to bias tires in terms of durability, cost per mile, and safety – and could be sold for an attractively higher price — they presented a challenge to U.S. Long story short, Michelin took over 50% of the entire tire U.S. And they’d all seen radial tires take over the European market.

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Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

SEPTEMBER 20, 2013

Very importantly, they were able to avoid costly technology and implementation programs that would have surely fell short of usage and revenue expectations. Sometimes the revenue may be small in absolute terms, but the data capability may be complementary to your current, core business. Execution Knowledge management'

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Execution Metrics Content Christensen 8

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. Our favorite way to think of this is in terms of what Clay Christensen has famously called the “ job-to-be-done.

Innovation 8

Innovation Business Model Uncertainty Advertising 8

Harvard Business Review

JANUARY 16, 2014

As Harvard Business School professor Clay Christensen described in his mega-bestseller How Will You Measure Your Life? (with Karen Dillon and James Allworth), the ROI of work is immediately apparent. We have to grasp the difference between the short and long-term rewards of work and our personal lives.

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Christensen Gilbert Short-term Long-term 14

Harvard Business Review

JULY 27, 2012

Clayton Christensen's book How Will You Measure Your Life has turned into a well-deserved best seller. The book traces back to Christensen's 2010 Harvard Business Review article , which was based on a speech he gave to that year's graduating Harvard Business School class. Short-term profits. Employee satisfaction.

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Christensen Company Consensus Gilbert 13

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

JUNE 23, 2015

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.” This is clearly not easy stuff. Along some dimensions, this is quite rational.

Innovation 8

Innovation Company Six Sigma Constraint 8