The Horizons Tracker

FEBRUARY 22, 2022

These virtual environments are designed to be exact digital replicas of physical assets and allow organizations to rapidly test changes in the virtual world without having to undergo costly and resource-intensive changes in the physical realm. It’s a market that is already worth $3.1 ” Immersive worlds.

Stephenson 89

Stephenson Wireless Christensen Automotive 89

Mills Scofield

APRIL 15, 2012

Quick, tell me your organization’s business model. Your organization, whether for-profit or not-for-profit, has a business model. His organization, The Business Innovation Factory (BIF), is a vehicle for sharing real life stories about business models that have transformed industries and lives. Therein lies the problem.

Kaplan 151

Kaplan Business Model Levitt Christensen 151

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. Bower “ Disruptive Technologies: Catching the Wave ” introduced the idea of disruption to the mainstream market. One yes bears watching; two yeses is a standup moment.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

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.” Embrace your organization’s humanity. And short-term numbers at that.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

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. That's not to say that there haven't been success stories.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 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. For Clayton Christensen, this is a basic flaw of incumbency. For Clayton Christensen, this is a basic flaw of incumbency. Kodak is a poster-child. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 12

Venture Capitalist Christensen Incubator Porter 12

Harvard Business Review

NOVEMBER 24, 2017

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. Such organizations experience strategic burnout. Such organizations experience strategic burnout. Strategic Boredom (not enough strategic stress).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

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." Sales were flat and Yahoo managed to lose its allure as a technology focused organization.

Christensen 13

Christensen Price CEO Media 13

Harvard Business Review

FEBRUARY 6, 2014

A “ new model for how winter sports are done” that “feeds an audience hunger for life-treating daredevilry” and drives “ high market penetration and. The disruptive innovator first targets a market segment that embraces those tradeoffs and builds a business model around simplicity and affordability. high dollars.”

Disruptive Innovation 8

Disruptive Innovation Market Segmentation Christensen Market Penetration 8

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. They can do it because Apple hasn't optimized its organization to maximize profit.

Innovation 15

Innovation Christensen CFO Productivity 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. 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.

Christensen 14

Christensen Self-aware Short-term Long-term 14

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.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

OCTOBER 1, 2012

So how do you empower your corporate innovators to bring their ideas to market? 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. Create autonomy. Would Gerber own today's V8? Can it be profitable?

Innovation 15

Innovation Company ROI Disruptive Innovation 15

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

AUGUST 23, 2011

Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. However, it will not succeed here.

GDP 12

GDP Christensen Disruptive Innovation Business Model 12

Harvard Business Review

NOVEMBER 13, 2012

This unnamed company had been the gorilla of its market for the past two decades and had gotten used to throwing its weight around, particularly with suppliers that wanted both the positive reputation effects and the volume that came from serving a market leader. 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

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. What successful companies are doing right. Before that, successful business models “were created more by accident than by design or foresight, and became clear only after the fact. Insight Center. Sponsored by Accenture.

Business Model 8

Business Model Drucker Christensen P&L 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. Drucker Forum 2016: The Entrepreneurial Society. There are indications that this is happening.

Drucker 8

Drucker Long-term Short-term Christensen 8

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

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? Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

APRIL 30, 2014

Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen. Today’s business leaders should take on the role of “being ‘chief question-asker’ for their organization,” says Patnaik. So why open the floodgates? Provide the tools to question well.

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

JANUARY 3, 2017

“Digital is coming and it’s coming fast”; “No industry sector is immune to disruption”; “One thing is certain about digital transformation: It will be a big change for your entire organization”; “Digital will disrupt your industry.” And this leads to a very different dynamic in the market.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

JANUARY 30, 2013

That opportunistic approach to financial markets has defined Amazon since it went public in 1997. Slate's Matthew Yglesias cracked that "Amazon, as best I can tell, is a charitable organization being run by elements of the investment community for the benefit of consumers." billion in bonds the year before). Suria was wrong about that.

Training 9

Training Bond Christensen Long-term 9

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 not to create more jargon, it's to emphasize a point: that social is more than the stuff the marketing team deals with.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

AUGUST 18, 2016

On a recent business trip to London, I surprised the conference organizers by turning down the opportunity to stay at the posh hotel hosting the conference in favor of a rather modest Airbnb flat. But that doesn’t really explain its success. Measuring Marketing Insights. That’s the secret to its success.

Hotels 8

Hotels Christensen Competitive Advantage Conference 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 2, 2011

The energies, talent, and resources of the leading organizations in an established system always are absorbed in improving their best products, which are sold to address the most demanding applications in the industry. Because the high end of most markets is where the most attractive profits are made, serving the most profitable customers.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

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

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. There is a permanent new dynamism and volatility in the job market, and the cost of experimentation has fallen dramatically.

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

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. Simple : Whether the new idea is intended for your organization, vendors, suppliers, partners or customers it must easy to use.

Blog 373

Blog Innovation Strategic Planning Brand 373

Harvard Business Review

OCTOBER 10, 2011

It's apparently a belief shared by many stock market analysts, who often extrapolate future earnings on the basis of historical results. South Korea-based conglomerate Samsung, for example, has a history of making large bets on technologies as they emerge and then dominating the market.

Strategy 8

Strategy Christensen Technology Long-term 8

Harvard Business Review

SEPTEMBER 20, 2011

It is Clayton Christensen 's innovator's dilemma incarnate, and Netflix is very publicly trying to solve it. In his blog post about the split, Hastings says: "For the past five years, my greatest fear at Netflix has been that we wouldn't make the leap from success in DVDs to success in streaming.

Disruptive Innovation 14

Disruptive Innovation Innovation Long-term Christensen 14

Harvard Business Review

JANUARY 12, 2012

At any given point in time, the market will find equilibrium. Beginning with gathering basic resources and ending with delivering goods to customers, markets and businesses will optimize the value chain in order to deliver goods and services to consumers at optimal levels. One way to do this is to look for "break technologies.".

Technology 14

Technology Retail Supply Chain Business Model 14

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