Harvard Business Review

MAY 28, 2015

Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Why are older incumbent firms slow to adopt new technologies even when the economic or strategic benefits are clear?

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

JANUARY 12, 2012

One way to do this is to look for "break technologies.". However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant. While the value chain will optimize for specific circumstances, often technologies are created that eliminate the need for certain pieces of an industry's value chain.

Technology 14

Technology Retail Supply Chain Business Model 14

Modern Servant Leader

JANUARY 15, 2015

11 2,410 220 2,346 Brian Tracy Personal Development Professional Speaker, Author, Success Expert, CEO of Brian Tracy International¬ô 12 254,000 20,600 1,064,000 Charles Duhigg Personal Development New York Times reporter ([link] ) and author of The Power of Habit ([link] ). Tweets, blogs and writes about life and organizations.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

SEPTEMBER 25, 2013

Suppose for a moment that you are an administrator in an organization that provides health care and your job is on the line for delivering both savings and improved care. More than 300 hundred administrators of accountable care organizations (ACOs) across the United States are facing it. This is not a hypothetical question.

Organization 8

Organization Health Care Christensen Innovation 8

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. The rest, of course, is history. billion versus $2.3

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

MARCH 16, 2018

And social movements aren’t only the domain of community organizers and college students. From the Coalition for Inclusive Capitalism to the Conscious Capitalism organization, groups are forming with a mission (in the words of the latter) to “inspire, educate and empower companies to elevate humanity through business.”

Drucker 13

Drucker Long-term Short-term Decentralization 13

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

NOVEMBER 10, 2011

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." They suggested that companies should find a customer who loved the disruptive solution despite its limitations and create a separate organization to commercialize it. Any other ideas? *

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

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

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

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. They knew digital photography was the future and invested heavily in hybrid technology in the hope of managing the transition from physical photo printing. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

MARCH 2, 2011

Most disruptions have three enablers: a simplifying technology, a business model innovation, and a disruptive value network. 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.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

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

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

APRIL 20, 2016

The auto industry is facing a trio of disruptive technologies: electric batteries, autonomous vehicles, and the mobile phone. This is a play straight out of Clay Christensen’s disruption playbook. Here is the problem: none of the three disruptors I have outlined here are traditional Christensen-style innovations.

Christensen 8

Christensen Hedge Bureaucracy Innovation 8

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.” Network effects: The winner does not always take all.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

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. Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations. Related Video.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

MARCH 25, 2016

Production capital took the lead over financial capital and real value over paper value, as Carlota Perez has so well demonstrated in her book Technological Revolutions and Financial Capital. ” He saw innovation and entrepreneurship as life-sustaining activities that should pervade organizations, the economy, and society.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

OCTOBER 1, 2012

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. If the antibodies already exist within your organization to destroy new endeavors, you need to go outside of the organization to overcome them.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

OCTOBER 10, 2011

But rhyming is different from predicting and the analysts' forecasts remain vulnerable to exogenous shocks and the disruptive technologies described so well in Clayton Christensen's work, The Innovator's Dilemma. As The Economist described it: "Samsung tiptoes into the technology to get familiar with it, then waits for its moment.

Strategy 8

Strategy Christensen Technology Long-term 8

Harvard Business Review

AUGUST 8, 2017

More than that, they must view this other-directed work as mission-critical to their success.” And, on the other hand, it includes being adaptive and agile, demonstrating an ability to connect with different kinds of people through many different communication platforms and technologies. Be clear and direct, always with respect.

Management 15

Management Emotional Intelligence Leadership Drotter 15

Harvard Business Review

JANUARY 23, 2015

They are about technology and its dynamics, about a company’s strengths and weaknesses.” 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

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

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

DECEMBER 9, 2010

A quick background on the players: the Summit was thrown by a new organization dedicated to green business leadership, with events aided mightily by friend and colleague, the uber-connected Aimee Christensen. According to Sunil's team, this level of cuts should be the new measure of success for industries and countries alike.

Christensen 12

Christensen Policies Entrepreneur Industry 12

Harvard Business Review

JUNE 10, 2014

One representative example: April’s Education Innovation Summit , where more than 2,000 people energetically discussed how technology and markets are charting the future of education globally. The transformation in education technology and markets is happening with the business leaders and money-men of higher education barely present.

Real Estate 8

Real Estate Education Disruptive Innovation Asset Management 8

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 something that allows organizations to do things entirely differently — if we let it become the backbone of our business models.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

DECEMBER 12, 2013

But as I kept thinking about the less obvious harm technology could do, the one possibility that really got me worried was the unstoppable rise of what I will call the “advertising/narcissism complex.”. Realistic assessments of what can go wrong are helpful tools to highlight seemingly invisible mines standing in the way of success.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction. Measure success.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

MAY 30, 2013

Perhaps the greatest of these misconceptions: The notion that, particularly in big organizations, the lean methodology alone will be enough to allow innovation to flourish. Investors are involved for the long haul, understanding that startup managers will have to experiment and fail along the way to a successful IPO. or you might not.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JUNE 30, 2015

We can benchmark how each client on the network performs against key metrics, identify high performers, and then, with a little extra research, figure out what those organizations are doing right. With a little old-fashioned gumshoe reporting, we identified what the most-successful organizations do so that others can emulate them.

Health Care 8

Health Care Benchmarking Short-term Gordon 8

Harvard Business Review

SEPTEMBER 20, 2013

Fortunately, the organizations that took the effort to truly understand the value of their data were able to execute appropriately. Very importantly, they were able to avoid costly technology and implementation programs that would have surely fell short of usage and revenue expectations. Clarify whether it’s really your data.

Execution 8

Execution Metrics Content Christensen 8

Harvard Business Review

AUGUST 13, 2014

Venture capitalist Chris Dixons declaration , after plunking $50 million down on Buzzfeed, that he was investing in a technology company has been causing a bit of head-scratching and gentle mockery in media circles. When Buzzfeed editors do it, its technology. Which you could, with some justification, call a technology.

Technology 8

Technology Company Venture Capitalist Media 8

Harvard Business Review

NOVEMBER 10, 2015

After a long and successful run, the theory of disruptive innovation has come under attack of late. My own take is that Clay Christensen and his co-authors on the theory made a substantial contribution to our understanding of innovation. These capabilities were deeply rooted in an organization’s routines, but also in its culture.

Disruptive Innovation 8

Disruptive Innovation Innovation Christensen Henderson 8

Harvard Business Review

OCTOBER 11, 2013

When I suggested to Clayton Christensen that we partner with Hatkoff to create the Tribeca Disruptive Innovation Awards , Clay’s response was : I trust you Whitney. She loved her job, and with a background in public affairs in communications had been successful in both international business and management roles. Innovation'

Innovation 11

Innovation Christensen Decisionmaking CTO 11

Harvard Business Review

MAY 12, 2015

Focusing on a few key success factors, critical resources, and core competencies (maybe a reference to C. Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). While either approach can be successful, the two are for him not economically (or, I think, morally) equivalent.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8