Harvard Business Review

AUGUST 16, 2011

Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. The company's product is not more valuable to users as more people adopt the platform. It was simply not enough for the firm to report earnings and explain that it was investing for growth.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

AUGUST 16, 2017

billion to escape what Musk calls the “manufacturing hell” the company is now experiencing in its transition from small batch car making to mass production. Both companies were led by visionaries, both offer high-end versions of commodity products, and both enjoy fierce loyalty from customers.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

Harvard Business Review

MARCH 20, 2012

As the great guru on innovation Clayton Christensen has said, we base our thinking on "an assumption that the status quo in the business will maintain itself into the future. How will systematic pressures like rising commodity and energy prices, or water and resource scarcity, affect our business and our customers?

Positioning 14

Positioning Christensen Business Model Innovation 14

Harvard Business Review

JANUARY 12, 2012

To deliver goods and services at that singular instance, industries will adopt production and distribution models. However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant. But even with its ability to sustain lower prices, the new model had little support. What changed?

Technology 15

Technology Retail Supply Chain Business Model 15

Harvard Business Review

FEBRUARY 29, 2012

Easier than we all think (and Clayton Christensen's The Innovator's Dilemma is one of the best books around on leadership drift). Observe the people using your products and services. With Steve Jobs at the helm, the only drift that occurred was largely an upward rising stock price. Totally upended. Just how does drift happen?

Leadership 14

Leadership Christensen Innovation Metrics 14

Harvard Business Review

AUGUST 21, 2018

Clayton Christensen and others argue that an incumbent’s failure has little to do with the newness or complexity of the technology. Businesses understand the power of digital innovations to reshape industries and markets. Yet, time and again, they have struggled to innovate with new and disruptive technologies. for BMW versus -2.7B

Innovation 10

Innovation Company Marketing Christensen 10

Harvard Business Review

OCTOBER 1, 2012

In his seminal work, The Innovator's Dilemma , Clayton Christensen made the point that for disruptive innovations to be pursued effectively, they require autonomous business units. But one thing is certain: faced at the onset with internal pressure to drive cost out of production, it was far less likely that Gerber could truly innovate.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

APRIL 11, 2014

But even though radial tires were far superior to bias tires in terms of durability, cost per mile, and safety – and could be sold for an attractively higher price — they presented a challenge to U.S. And so, even with the price premium, Michelin was the only company that had figured out how to produce radial tires profitably at scale.

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Because disruptive products were cheaper, more accessible, and built on new technology architectures, they tended to be crummier than the existing highest-end solutions. Professor Clayton M. Instead, it was a byproduct. Is Uber disruptive?

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

AUGUST 27, 2015

Up until the late 1950’s, anyone interested in sending bulk product across the globe placed that product in 60-pound burlap sacks, sent those to the docks, and entrusted longshoremen to tuck them efficiently into nooks and crannies in the hulls of merchant vessels. Courtesy of Boston Public Library. Apple is a perfect example.

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

DECEMBER 24, 2013

According to Clay Christensen and his coauthors Dina Wang and Derek van Bever, the strategy consulting industry is about to blow up the same way the legal world just did. The Price of Incivility. Meet the New Face of Diversity: The “Slacker” Millennial Guy. 7 Policy Changes America Needs So People Can Work and Have Kids.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

AUGUST 26, 2013

He managed to hold the stock price on a pretty even keel, but no better than that. Ballmer is being damned or defended wholly on the string of innovative (or not) products released on his watch. It''s worth taking a step back to look at what all the chatter is about.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

JUNE 30, 2015

We’ve also used the data to continuously improve our software and services; if some aspect of our product slows doctors down or creates more work for front-office staff, we can see the pain and adjust workflows to make it go away. As a result, we can rapidly innovate and improve our products.

Health Care 8

Health Care Benchmarking Short-term Gordon 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.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

SEPTEMBER 11, 2015

To succeed long term, winning on price alone is not sufficient. Does our utilization reflect strong demand and high productivity (we set our target at 75%-80%)? Christensen, Dina Wang, and Derek van Bever predicted the disruption of elite consulting firms. Exceed client expectations. Customer satisfaction. Utilization.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

FEBRUARY 14, 2012

How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? The social object that unites people isn't a company or a product; the social object that most unites people is a shared value or purpose.

Banking 15

Banking Business Model Supply Chain Mass Marketing 15

Harvard Business Review

MAY 8, 2017

The list includes a health care company that was once near bankruptcy (DaVita), a software firm whose stock price stagnated for a decade (Microsoft), a travel website that faced overwhelming competition (Priceline), a food giant that seemed to lose its focus (Danone), and a steel company that faced new pressure from lower-cost rivals (ThyssenKrupp).

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

MAY 30, 2013

It''s not about price, or code, or agile development. A good management team will be dedicated to creating product market fit, otherwise the business will flounder. As Clay Christensen often points out, successful companies are designed to capitalize on sustaining innovations that jibe with their existing business models.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

SEPTEMBER 20, 2013

For example, a product evaluating nonprofit organizations may be highly useful to a wealth manager seeking to help his client to select a charity as part of a value-added tax efficiency service. Consider comparable offerings from competition and their pricing structure. Test user perceptions with a range of potential data offerings.

Execution 8

Execution Metrics Content Christensen 8

Harvard Business Review

MAY 12, 2015

If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. Competing by doing what everyone else is doing means, he says, competing on price (that is, learning to be more efficient than your rivals).

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

JUNE 24, 2014

Much of the business story of the digital age so far has been about taking products and institutions apart — unbundling them. And this fellow, he says something about, “How do you know that Microsoft isn’t just going to bundle a browser into their product?”. You do it to get your stock price up.

How To 14

How To Technology Industry Venture Capitalist 14

Harvard Business Review

OCTOBER 10, 2018

billion rand in 2017 (about $260 million), while the company’s share price appreciated by a whopping 61,800% (from 117 to 72,500 rand). It offers them a single account: Everybody gets a gold card with exactly the same conditions, prices, and services. Importantly, profits kept pace. Evolving purposefully.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

JANUARY 28, 2015

The only reliable measure of economic value for a company, he argued eloquently in “Strategy and the Internet,” is not the size of its user base or its stock price or even its revenues but only sustained profitability. But the questions of timing and scale are still the minds of Clay Christensen and Maxwell Wessell in 2012.

Porter 8

Porter Power Competitive Advantage Film 8

Harvard Business Review

JUNE 11, 2013

"Can''t innovate anymore, my ass," senior VP of product marketing Phil Schiller declared Monday after unveiling Apple''s new Mac Pro. But it''s the latest iteration of a high-end niche product that Apple has been selling for years. Then Apple comes out with the next market-creating product, and then they''re innovative again.

Schiller 9

Schiller Innovation Disruptive Innovation Christensen 9

The Horizons Tracker

FEBRUARY 2, 2020

Yet, in an economy whereby 60% of GDP and 85% of exports are derived from oil and gas, the need to diversify is evident, not least due to the decline in oil prices since 2014 that many believe is the new normal and the political and economic blockade that was imposed by some neighboring countries in June 2017.

Resources 90

Resources Innovation GDP Education 90

Harvard Business Review

OCTOBER 30, 2013

Knowledge is becoming democratized,” Clayton Christensen, Dina Wang, and Derek van Bever noted in their recent HBR article “ Consulting on the Cusp of Disruption.” Do you launch that new product? Do you take prices up? Finally, for some it is simply a love of winning and keeping score by profits and your stock price.

Christensen 8

Christensen Core Competence Brand Price 8