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

DECEMBER 7, 2018

Improve the accuracy of each diagnosis by treating diagnosis not as a singular event but rather as a precise and systematic process enabled by integrated imaging and laboratory results. The Power of Digitalizing Healthcare. Precision Diagnosis. Pillar 1: Improve Diagnostic Accuracy. As Harvard Business School professor Clayton M.

Cost 8

Cost Health Care Venture Capitalist Christensen 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

OCTOBER 17, 2012

Our ability to wield power and control situations is our masculine side, while the capacity for relatedness and love is feminine. 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. Leadership weds the two.

Books 13

Books Christensen Ries Disruptive 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 13

GDP Christensen Disruptive Innovation Business Model 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 14

Creativity Team Christensen Innovation 14

Harvard Business Review

FEBRUARY 10, 2011

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. In its WTE plants, WM now produces enough energy to power 1 million homes , more than all the solar power in the United States. And the sustainability story is significant.

Productivity 15

Productivity Products Christensen Document 15

Harvard Business Review

AUGUST 8, 2017

Show you are really listening by asking great questions, clarifying what you’ve heard, or acknowledging how you’re processing the information. Instead, make it more powerful by sharing more about the context. As professor Clayton Christensen writes in his classic HBR article, “ How Will You Measure Your Life?

Management 15

Management Emotional Intelligence Leadership Drotter 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. China instead had to deal what economist Raymond Vernon calls the obsolescing bargain, in the form of post-agreement power grabs by government agencies.

Entrepreneur 8

Entrepreneur Disruptive Innovation Politics Christensen 8

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. China instead had to deal what economist Raymond Vernon calls the obsolescing bargain, in the form of post-agreement power grabs by government agencies.

Entrepreneur 8

Entrepreneur Disruptive Innovation Politics Christensen 8

Harvard Business Review

DECEMBER 29, 2010

But just like Autotune and other technologies that allow passable music talents to turn into global powerhouses, lower costs and increased understanding of the process of innovation can allow anyone to be a competent entrepreneur. All things being equal, of course, you'd rather have a skilled entrepreneur than an unskilled one.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

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 8

Career Company IPO Christensen 8

Harvard Business Review

JULY 19, 2013

Questions alone might be clever, but as Jeff Dyer, Clayton Christensen, and I found in our research behind The Innovator''s DNA , they rarely produce positive impacts. And if needed, engage the Catalytic Questioning process again to help deliver even deeper insight, and ultimately better solutions, to your challenge. Find some answers.

Brainstorming 8

Brainstorming Christensen Disruptive Innovation Innovation 8

Harvard Business Review

MAY 15, 2014

Our sense is that the structures, processes, and compensation schemes of most organizations today are quashing more motivation and constraining more capability than they are promoting. More recently, Clayton Christensen has outlined how managers’ acquired habits in allocating capital are putting capitalism itself at risk.

Management 11

Management Drucker Short-term Technology 11

Chart Your Course

JUNE 30, 2016

Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Christensen. According to Sinek, great companies and leaders start with the “Why” layer.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

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. I can really understand your concern about process stifling innovation.

Blog 384

Blog Innovation Strategic Planning Brand 384

Harvard Business Review

DECEMBER 27, 2010

Embrace the power of trade offs. Academics like Clayton Christensen and Vijay Govindarajan, leading-edge innovative companies like Procter & Gamble and Cisco Systems, and thoughtful writers like Michael Mauboussin and Bill James. What is the best way to disrupt a market? What does "good enough" mean? Why is innovation so hard?

Innovation 16

Innovation Govindarajan Disruptive Innovation Business Model 16

Harvard Business Review

DECEMBER 10, 2015

And as Clayton Christensen described in The Innovator’s Dilemma , it can be very difficult for management teams and their organizations to acknowledge that the paradigm around them has changed, and instead of responding in an adaptive manner, too many organizations redouble their investments in legacy business models or technologies.

Groupthink 8

Groupthink Team Consensus Christensen 8

First Friday Book Synopsis

APRIL 26, 2012

Todd Henry is the founder and CEO of Accidental Creative, a company that helps creative people and teams generate brilliant ideas. He regularly speaks and consults with companies, both large and small, about how to develop practices and systems that lead to everyday brilliance.

Creativity 70

Creativity Consultative CEO System 70

First Friday Book Synopsis

MARCH 7, 2011

HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].

Review 85

Review Strategy Books Positioning 85

Harvard Business Review

MARCH 25, 2016

For the last 200 years, entrepreneurial prowess enabled by financial capital has powered a long surge of economic growth. Agile methods and Scrum are creating space for individuals to self-organize and work in iterative processes. laura schneider FOR HBR. There are indications that this is happening.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

APRIL 11, 2014

The process used to manufacture them was completely different from the one they used to make bias-ply tires. This is perhaps the most important criterion, since it’s relatively easy for incumbents to use their market power to bar start-ups from established distribution systems. incumbents. To produce radials, the U.S.

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

MAY 30, 2013

To us, there are few better examples at demonstrating the power of the Lean Startup. For that reason, the "Lean" mentality is one of the most powerful tools in the innovator''s arsenal — in startups and mature corporations alike. That is where the budget is determined, and the processes decided upon.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JANUARY 2, 2013

It's why Christensen's Innovator's Dilemma is so difficult to overcome. In the process of experimentation and iteration, companies will expose how products and services can come together more effectively. It adds a bit of humility to the process. 3) Measure, validate, repeat. These are by no means comprehensive.

Innovation 9

Innovation Execution How To Ries 9

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

Harvard Business Review

AUGUST 27, 2015

Clay Christensen used to advise auto manufacturers to focus on their customers’ jobs-to-be-done, understanding when their customers were looking for mobile offices and when they wanted family transport vehicles. Inside a large company, that means shifting power dynamics and reorganization — never an easy process.

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

JANUARY 8, 2015

That’s a shame, because the discipline of the innovation process is tailor made for addressing the wealth of unknowns that moving to a digital business model entails. Our favorite way to think of this is in terms of what Clay Christensen has famously called the “ job-to-be-done. Trap 3: Thinking the Sale is the Finish Line.

Innovation 8

Innovation Business Model Uncertainty Advertising 8

Harvard Business Review

MAY 8, 2017

Clay Christensen , Professor at Harvard Business School and Innosight co-founder. A common reason why is that leaders approach the change as one monolithic process, during which the old company becomes a new one. They Communicate Powerful Narratives About the Future. Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

MARCH 16, 2012

Many of you know of Clay Christensen's iconic work the Innovators Dilemma. I think there is an analogous process going on with the organizational structure of businesses themselves; that aside from market-specific competition from below, there is also competition from disruptive organizations that are finding new ways to get work done.

Christensen 16

Christensen Business Model Decentralization Innovation 16

Harvard Business Review

JANUARY 28, 2015

Supplier relationships, brand identity, process coordination, customer loyalty, and many switching costs were all forms of information. Fast forward a decade or so, and the Internet’s power to decrease profit margins has become the stuff of legend. But every business is an information business, they stressed.

Porter 8

Porter Power Competitive Advantage Film 8

Harvard Business Review

MARCH 23, 2012

The duo (who are affiliated with Innosight) wrote a great book with Clayton Christensen last year called The Innovator's DNA. The book is very approachable and actionable, using wide ranging examples to describe the importance of experimentation in the innovation process. Jeffrey Dyer and Hal Gregersen.

Innovation 15

Innovation Ries Mauborgne Open-book 15

Harvard Business Review

SEPTEMBER 10, 2015

As Clayton Christensen and many others have demonstrated , the management practices prevailing in most companies tend to stifle any dialogue on ideas that arise from the shop floor or the front line. Each staff member has a powerful voice, and employees are organized into self-managed circles.

Proposal 8

Proposal Self-aware Engineering CEO 8

Leading Blog

DECEMBER 25, 2012

We have become mired in the organizational processes that are no longer relevant to the world we live in. The Power of Habit : Why We Do What We Do in Life and Business by Charles Duhigg. Quiet : The Power of Introverts in a World That Can't Stop Talking by Susan Cain. Christensen with James Allworth and Karen Dillon.

Books 285

Books Hamel Leadership Gordon 285

Harvard Business Review

MARCH 14, 2017

The result is a maze of point systems and redemption options, with cumbersome processes for exchanging points among program partners. Clay Christensen's landmark theory -- in under two minutes. The average U.S. household participates in 29 different loyalty programs, according to the 2015 Colloquy Loyalty Census. Related Video.

Loyalty 13

Loyalty Customer Loyalty Travel Hotels 13

Harvard Business Review

APRIL 8, 2016

For example, using this definition, a Tesla car battery is a product, because it powers only a few cars. In all the examples above, a company engaged in a disruptive process using a product. We observe how the disruption process doesn’t stop — it might go at a different pace, but it does change things.

Productivity 8

Productivity Products Disruptive Innovation Industry 8

Harvard Business Review

DECEMBER 31, 2012

In a wide variety of industries — from computers to chemical processes to a whole range of service businesses — the source for most of the commercially successful new products is customers, not R&D. Find your customer product developers. R&D and product development efforts often suffer from being isolated from customers.

CEO 8

CEO Airlines Marketing Software 8

Harvard Business Review

MAY 20, 2013

Those paths were developed by people who rely on process and rules to tame the chaos that is life. She''s is a co-founder of Rose Park Advisors, Clayton Christensen''s investment firm, and the author of Dare-Dream-Do: Remarkable Things Happen When You Dare to Dream. You can dare to be different. Whitney Johnson.

Advice 13

Advice Learning-by-Doing Career Open-book 13