Strategy Driven

JUNE 29, 2016

Instead, longevity is based on entrepreneurial thinking and innovation – in exploring ways to adapt corporate and business strategies in response to market, technological, and social and cultural change. On reflection, though, I find that the evidence does not support competitive advantage as a path to longevity.

Supply Chain 51

Supply Chain Real Estate Resistance Competitive Advantage 51

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

JANUARY 7, 2016

The latter is according to Clayton Christensen, Michael Raynor, and Rory McDonald in their recent HBR article “ What is Disruptive Innovation?” ” The authors explain that disruption “describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses.”

Disruptive Innovation 8

Disruptive Innovation Definition Innovation Christensen 8

Harvard Business Review

SEPTEMBER 12, 2012

The work of two of the most important scholars in the field, Clayton Christensen and Richard N. One of the key tipping points in a market occurs when a company, in Christensen's language, overshoots a given market tier by providing them performance that they can't use. Foster , suggests considering five questions: 1.

System 15

System Christensen Disruptive Innovation Telecommunications 15

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 Sylvia Ann Hewlett and Ripa Rashid.

Kaplan 13

Kaplan Christensen Books Disruptive Innovation 13

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.

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GDP Information Technology Company Christensen 16

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 14

Books Christensen Ries Disruptive Innovation 14

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 14

GDP Christensen Disruptive Innovation Business Model 14

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 process of disruption follows a predictable pattern. Next, can the disruptive idea improve to move into broader market segments? high dollars.” But different is not disruptive.

Disruptive Innovation 8

Disruptive Innovation Market Segmentation Christensen Market Penetration 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 9

Disruptive Innovation Christensen Telecommunications Incubator 9

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

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 15

Stage-Gate Due Diligence Disruptive Innovation Document 15

Harvard Business Review

DECEMBER 10, 2010

His creativity raised the bar (pun intended) on our hiring process. Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking. We hired him on the spot, and not because we were tipsy.

Innovation 15

Innovation Chief Operating Officer Christensen Objective 15

Harvard Business Review

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. A new business model may turn on designing a new product for an unmet need or on a process innovation. That could be by offering a better business model — but it can also be by offering the same business model to a different market.

Business Model 8

Business Model Drucker Christensen P&L 8

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

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?

Christensen 15

Christensen Self-aware Short-term Long-term 15

Harvard Business Review

MAY 2, 2017

Clay Christensen's landmark theory -- in under two minutes. There were no processes and systems in place to integrate the outpost team with the company HQ and the rest of the organization. As an analogy, think of sales and marketing and the rise of CRM. Speed up corporate deal making processes. Related Video.

Innovation 10

Innovation Social Capital CRM Tacit Knowledge 10

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 13

Company Ries Christensen Innovation 13

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 15

Creativity Team Christensen Innovation 15

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

A turnaround subsequently lowered strategic stress to a productive level by discontinuing many of their seemingly unrelated projects, re-focusing on their core business, as well as streamlining operational processes that improved coordination activities. Strategic Boredom (not enough strategic stress).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

JULY 18, 2016

In The Innovator’s Dilemma, Clayton Christensen explains how incumbents actually pay a high price for actually doing a great job and constantly improving their technological offerings and creating overserved consumers. But to create new markets, disruptive entrepreneurs often overlook the possibility of emphasizing a different criteria.

Technology 8

Technology Industry Business Model Film 8

Harvard Business Review

MARCH 2, 2011

Hence, disruptive business models such as value-adding process clinics, retail clinics, and facilitated networks must be married with disruptive innovations in insurance and reimbursement in order to reap the full impact in cost and accessibility. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D., and Jason Hwang M.D.

Health Care 15

Health Care Disruptive Innovation Christensen Business Model 15

Harvard Business Review

DECEMBER 29, 2010

Chinese companies like BYD are well positioned to lead the electrical vehicle market. And India's nation of entrepreneurs is driving change in market after market. By showing the power of scale economics, he ushered in an era where behemoths created processes to spread their businesses around the globe.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

SEPTEMBER 12, 2013

But there are further reasons for optimism, and lessons for companies looking to understand the power of indigenous entrepreneurs in emerging markets. the absence of market intermediaries or inefficient contract enforcement mechanisms). Navigate the market’s voids or try to fill them/.

Entrepreneur 9

Entrepreneur Disruptive Innovation Politics Christensen 9

Harvard Business Review

SEPTEMBER 12, 2013

But there are further reasons for optimism, and lessons for companies looking to understand the power of indigenous entrepreneurs in emerging markets. In their research on " Winning in Emerging Markets ", Harvard professors Tarun Khanna and Krishna Palepu theorize that emerging economies have unique combinations of institutional voids (e.g.

Entrepreneur 9

Entrepreneur Disruptive Innovation Politics Christensen 9

Harvard Business Review

FEBRUARY 10, 2011

Xerox advises companies on how to save money on document handling, and holds a sizable 48 percent market share in the broadly defined, and surprisingly large, $7.78 In addition to using less energy to run machines, slashing paper use also saves large amounts of energy and water upstream in the paper production process.

Productivity 15

Productivity Products Christensen Document 15

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. product vs. operational) and referenced the same stages (e.g.

Innovation 10

Innovation Metrics Christensen Workshop 10

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Historically, the place we’ve looked for hints of oncoming disruptions has been in the low end of the market. The wrong answer would be to say, “No, because their first product started in the high end of the market.”

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

N2Growth Blog

JANUARY 13, 2011

Properly implemented, capitalizing on process driven creativity can keep business from stagnating and cause growth and evolution. In fact, I would argue that too few ideas are put through the analysis process, and we are now suffering from vision paralysis. Again, keep in mind that innovation and ideas are not one in the same.

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Blog Innovation Strategic Planning Brand 413

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

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

FEBRUARY 25, 2014

Find a couple of mentors outside your company (from the same group mentioned above), who are willing to spend time with you every month, and focus on both individual performance and processes to manage your domain. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure.

Career 9

Career Company IPO Christensen 9

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? Innovation is more than whiz-bang technology; consider different strategic intents (e.g.,

Innovation 17

Innovation Govindarajan Disruptive Innovation Business Model 17

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 15

Technology Retail Supply Chain Business Model 15

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. There are lessons here for giant corporations and the stock markets they trade on.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

MARCH 22, 2011

The innovation research identifies the tyranny of large numbers as a common (and vexing) problem for leaders as companies grow, well documented by Harvard Business School Professor Clayton Christensen in The Innovators Solution , Jim Collins in How the Mighty Fall , and by Scott Anthony on this blog. Sound familiar? We had all these ideas.

Ries 11

Ries Agility Market Segmentation Christensen 11