First Friday Book Synopsis
NOVEMBER 26, 2014
Bob''s blog entries "The Capitalist’s Dilemma" Albert Einstein Brilliant Mistakes Brooke Manville Clayton Christensen David and Tom Kelley Dick Foster Douglas Englebart Febreze Harvard Business Review Innovation Portfolio Partners James O''Toole John Kotter Judgment Calls Karl Ronn: An interview by Bob Morris Lao-Tse Mark Fuller Mr. Clean Magic Eraser (..)
First Friday Book Synopsis
MAY 29, 2013
Bob''s blog entries "Be yourself; every one else is taken" "potential" means "you ain''t done it yet" Assessing Your Strengths and Weaknesses “How Will You Measure Your Life?"
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Harvard Business Review
MAY 21, 2015
The primary target of Lepore’s attack was Harvard Professor Clayton Christensen, whose groundbreaking book, The Innovator’s Dilemma coined the term disruptive technology (later transformed into disruptive innovation ). However, Lepore does Christensen’s work a tremendous disservice.
Harvard Business Review
AUGUST 22, 2011
What you can know is that the markets for disruptive innovations are unpredictable, and therefore your initial strategy for entering a market will be wrong," writes Christensen. During this time, as I volunteered in public affairs for my church, I became acquainted with Professor Christensen. STOP IT.". That decision is all yours.".
Harvard Business Review
AUGUST 1, 2012
Innosight cofounder Clayton Christensen memorably termed this the "growth-gap death spiral" in his 2003 book The Innovator's Solution ). Entrepreneurs often underestimate how long it will take them to produce revenues, and wildly miss how much they will have to invest to commercialize their idea. Then early results disappoint.
Harvard Business Review
MAY 19, 2014
Clayton Christensen first documented this phenomenon in his study of the disk drive industry , and found that new companies targeting existing customers succeeded 6% of the time, while new companies that targeted non-consumers succeeded 37% of the time. Oculus, of course, was wildly successful.
Harvard Business Review
AUGUST 16, 2017
In the model described by Clayton Christensen, a new entrant offers substitute products using technology that is cheaper but initially inferior to products offered by mature incumbents. car manufacturer and all but three worldwide. This despite the fact that the company lost nearly two billion dollars in the past two years alone.
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