Harvard Business Review

MARCH 8, 2011

According to Professor Clayton Christensen's jobs-to-be-done framework, whenever we buy something, we are hiring the product or service to do a job. My business partner Matt Christensen had invested with Mr. Kim previously -- and made money. What pushed us to pull the trigger was our comfort level with the founder and CEO Bom Kim.

Christensen 14

Christensen Venture Capitalist Entrepreneur Sports 14

Harvard Business Review

JANUARY 3, 2017

Given these network effects – as many proclaim – markets get “winner takes all properties”: the largest network will win, crowding out the remaining competitors (like MySpace and Google+). It is a misconception to think that network effects inevitably and always lead to a winner-take-all market.

McCallum 12

McCallum Competitive Advantage Consultative Business Model 12

Harvard Business Review

MARCH 2, 2011

The technological enabler transforms a technological problem from something that requires deep training, intuition, and iteration to resolve, into a problem that can be addressed in a predictable, rules-based way. Because the high end of most markets is where the most attractive profits are made, serving the most profitable customers.

Health Care 15

Health Care Disruptive Innovation Christensen Business Model 15

Harvard Business Review

MAY 12, 2011

This Monday, I was in Mumbai conducting market research with a project team. I later learned that the people manning the shop were related to the license owner but had no formal training in drug dispensing. It's easy to get caught up in a whirlwind of activities and miss opportunities that are literally right in front of your face.

Innovation 15

Innovation Licensing Christensen Learning-by-Doing 15

Harvard Business Review

APRIL 26, 2011

He would have to train in completely different ways, and unlearn many of the things that have allowed him to succeed at his chosen sport. And some superstars have very innovation-friendly experience, such as launching a new product, opening up an office in an emerging market, or operating in a constrained environment.

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Whether a company is saddled with fixed infrastructure, highly trained specialist employees, or an outmoded distribution system, quickly adapting to new environments is challenging when one or all of those things becomes obsolete.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

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. Within that structure, questioning by employees can be perceived as a challenge to authority. So why open the floodgates?

Company 10

Company Ries Christensen Innovation 10

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. In particular, watch for markets that historically were inhospitable to entrepreneurs. But Eastern companies and entrepreneurs are gaining traction.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

AUGUST 27, 2015

This allowed merchants to put their product in locked containers at the point of production — containers which could be efficiently loaded on and off of trucks, trains, and ships. The Chief Marketing Officer of Mercedes likely won’t be spending millions on 30-second spots. What happens when that all changes?

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

DECEMBER 14, 2012

Though they may be poorly positioned to vie for the gamers who are playing games on their cell phones during train rides, there are jobs for which consoles are uniquely positioned. But, the good news is that there is a clear opportunity to identify an extendable core and survive the wave of disruption hitting the gaming market.

Industry 8

Industry Franchising Christensen System 8

Harvard Business Review

DECEMBER 7, 2012

Clayton Christensen has nicely described how the very things that made a company successful, including its efficiency, can also cause it to become obsolete when it's unable to adapt to disruptive change. Only after more than two years of combat and death did units begin adjusting their tactics in Iraq and Afghanistan, but adjust they did.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8

Harvard Business Review

MARCH 21, 2011

When doing a deal, I now spell out the rules of engagement early on, and hew closely, if not religiously, to the mantra of Clayton Christensen , our managing partner at Rose Park Advisors — "patient for growth, impatient for profits." Start a business, yes. Be discovery-driven, yes. But the company needs to reach profitability quickly.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14

Harvard Business Review

JUNE 23, 2015

No tools or training. Problems can range from entering new markets to addressing everyday concerns such as low employee engagement. A creativity consultant said to signal that it was a new era in the organization, all of the top executives should dress up as innovation superheroes. And that was it. No special incentives.

Innovation 8

Innovation Company Six Sigma Constraint 8