Christensen Marketing Operations Short-term 
Mills Scofield
APRIL 15, 2012
” [1] It is simple, but not easy and in today’s world very short-lived. That’s why we see so many good ideas either not make it to market or not for long. Most organizations think of innovation in terms of creating value: products, services and experiences.
The Horizons Tracker
FEBRUARY 22, 2022
It’s a market that is already worth $3.1 But in industrial deployments, think 5G powered ports, mines, and factories, operations can re-configure the signal to support even faster upload speeds,” Brian Chamberlin, Executive Advisor, Huawei Carrier Marketing, says. You simply cannot do that with 4G or with Wi-Fi.
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LDRLB
MAY 26, 2014
Talk about some of the ideas that kind of led you both to wanting to write this book, and then we’ll get into what this term big bang disruption means. You are also the author of a ton of different stuff around this idea of disruption, the most recent one being- I’m making sure I get this title right. I’ve really enjoyed that for this book.
Harvard Business Review
JANUARY 13, 2014
In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” And short-term numbers at that.
Harvard Business Review
NOVEMBER 10, 2011
The most punishing innovations, they argued, were the ones that were easy to dismiss at first blush — simple, affordable solutions that took root outside the mainstream market. Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Capital markets is one explanation. Some can, but many cannot.
Harvard Business Review
MAY 28, 2015
Managers constantly try to fit new market needs to existing processes and routines. The Future of Operations. The latter are troublesome because the knowledge base and skills required to operate in the new realm are so fundamentally different. This reduced the entry barriers in the market, which was then flooded with product.
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. They wind up maintaining course without appropriately considering emerging risks, debating alternative scenarios, or exploring new courses of action.
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