LDRLB

DECEMBER 10, 2012

How Will You Measure Your Life by Clay Christensen, James Allworth & Karen Murphy. Clay Christensen new book helps build that foundation by taking well-research business concepts and outlining how to apply them to your own life. Pink’s book is an entertaining, evidence-based read on the power and process of influence.

Innovation 167

Innovation Strategy Books Christensen 167

LDRLB

JULY 17, 2012

In the book, the Innovator’s DNA , Clayton Christensen and colleagues list five behaviors that characterize innovative leaders: associational thinking, questioning, observing, networking and experimenting. Five personal leadership competencies are essential for success in today’s environment: A Leapfrogging Mindset.

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

Mike Cardus

NOVEMBER 8, 2013

The Relevance Enneagram Process may be helpful. Hjørland & Sejer Christensen, 2002). What is the feedback process for performance & underperformance? The areas of the work you find to be irrelevant you may still do. And will eventually try to stop doing because they are of little value to you – causing unmotivation.

Motivation 139

Motivation Team Team Building Christensen 139

Joseph Lalonde

JANUARY 3, 2015

Unfortunately, people sitting at the top had no time to examine the process which helped them to recover as the bonus pools grew and markets eventually rose. Clayton Christensen, a Harvard Professor says that only few people tend to hurt others and be dishonest in the initial stages of their career.

Leadership 120

Leadership Short-term Long-term Self-aware 120

Skip Prichard

SEPTEMBER 20, 2020

I believe that one of the most vital things to do is to be crystal clear in recognizing that invention (the creation of a process or device) is markedly different from innovation, which is a process of transforming via iteration, styling or alteration. What characteristics do the most innovative organizations share?

Innovation 104

Innovation Drucker Supply Chain Influence 104

N2Growth Blog

JUNE 14, 2010

While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. Does your organization focus more on process than success? Are any of your executives thought leaders?

Business Model 305

Business Model Blog Disruptive Innovation Brand 305

Mike Cardus

JUNE 29, 2011

Repeat the process with someone else. Hjørland & Sejer Christensen, 2002). Reflect on how you can improve your interaction with that person based upon what they value about their work. 0:3:6 Relevant to Self. 0 = What is relevant to self. 0: What about your work interests you the most?

Christensen 116

Christensen Learning-by-Doing Definition Goal 116

Deming Institute

JANUARY 19, 2017

In Clayton Christensen’s new book, Competing Against Luck , the authors delve into the importance of gaining a deep understanding of what your customers desire. They also discuss how an online university changed their processes to address the issues their potential customers faced in the “hiring” process.

Deming 28

Deming Christensen System Innovation 28

Tony Mayo

JULY 26, 2010

Christensen titled, “ How Will You Measure Your Life? &# Along with plenty of great advice for new graduates he shared some keen insights on executive coaching. I’ll describe how the process in the model worked its way through an industry quite different from their own. That experience had a profound influence on me.

Executive Coaching 113

Executive Coaching Execution Mayo Strategy 113

Strategy Driven

JUNE 29, 2016

Hence, it is rarely a straightforward process, and if the team is committed to the goals and direction of the entire organization, one no is an inappropriate test of the idea. Leaders tend to feel that they are being consultative and open, but new ideas by their nature require new paths.

Supply Chain 52

Supply Chain Real Estate Resistance Competitive Advantage 52

Mills Scofield

APRIL 15, 2014

Add to this that more and more interfaces are standardized and subjected to competition (per Clay Christensen ) and we are seeing an emerging alphabet — components that can be assembled in endless combinations as manifestations of unique ideas. The Jazzcode governs how we can improve the effectiveness of these workers.

Efficiency 132

Efficiency Energy Senge Resources 132

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

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. Precision Diagnosis. Pillar 1: Improve Diagnostic Accuracy. A crucial first step in expanding precision medicine is to improve diagnostic accuracy.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

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. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators. By Sylvia Ann Hewlett and Ripa Rashid.

Kaplan 13

Kaplan Christensen Books 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

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

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 13

Books Christensen Ries Disruptive Innovation 13

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.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

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

JANUARY 23, 2015

A new business model may turn on designing a new product for an unmet need or on a process innovation. This approach begins by focusing on the customer value proposition — what Christensen calls the customer’s “job-to-be-done.” That is it may be new in either end.”

Business Model 8

Business Model Drucker Christensen P&L 8

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. Speed up corporate deal making processes. Related Video. The Explainer: Disruptive Innovation. But for the organization?

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

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

MAY 30, 2012

As The Little Black Book notes, "Innovation is a process that combines discovering an opportunity, blueprinting an idea to seize that opportunity, and implementing that idea to achieve results. It is also helpful to think about different "levers" for innovation, which can range from new internal processes to integrated business models.

Innovation 16

Innovation Christensen Definition Idea Generation 16

Harvard Business Review

AUGUST 28, 2014

After the dot-com bubble, investment in software and information processing equipment in the U.S. tumbled, and stayed down. The result: big profits, low capital spending, and big piles of cash that executives and boards don’t quite know what to do with.

GDP 15

GDP Information Technology Company Christensen 15

Harvard Business Review

MARCH 7, 2012

Several years ago Clayton Christensen (author of The Innovator's Dilemma ) and colleagues at Innosight coined the phrase "jobs-to-be-done" as part of a methodology they use to build new billion dollar businesses. Another approach to getting new ideas for work is taking apart products, processes, or ideas to see how they work.

Disruptive Innovation 16

Disruptive Innovation Innovation Christensen Long-term 16

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

FEBRUARY 6, 2014

The process of disruption follows a predictable pattern. Clayton Christensen always said he regretted describing the phenomena he observed in the hard disk drive industry and summarized in The Innovator’s Dilemma with the word disruptive. I don’t think so. But different is not disruptive.

Disruptive Innovation 8

Disruptive Innovation Market Segmentation Christensen Market Penetration 8

Harvard Business Review

NOVEMBER 13, 2012

If you cut through Clayton Christensen's management classic The Innovator's Dilemma , the root cause of failure in the face of disruptive change is the resource-allocation process. Grabbing hold of that resource-allocation process starts with a dose of humility. Wait too long and the punishment comes in a swift and brutal form.

Christensen 8

Christensen Middle Management Short-term Long-term 8

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

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 11

Company Ries Christensen Innovation 11

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. The wisdom of such a strategy has been discussed in business circles for years, most notably in the work of Harvard's Clayton Christensen ( The Innovator's Dilemma ).

Productivity 15

Productivity Products Christensen Document 15

Harvard Business Review

SEPTEMBER 27, 2013

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Great investments are both non-consensus and correct, and examining the valuation process shows that consensus tends to coalesce differently around each type of innovation. Four types of disruption.

Innovation 8

Innovation Marketing Disruptive Innovation Discounted Cash Flow 8

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 9

Innovation Metrics Christensen Workshop 9

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

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