Harvard Business Review

MAY 15, 2012

His basic two litmus tests for a good business theory are something that explains the different circumstances facing managers and the causal connection between an action and a result. Past experience as a consultant and practicing manager ensure Christensen focuses on high-impact issues, and his work manages to be both robust and usable.

Christensen 11

Christensen Succession Storytelling McKinsey 11

Harvard Business Review

MARCH 18, 2011

A "touchdown" refers to the end of a mundane flight not some dramatic event, unless the audience contains American football or rugby fans. This "common language" barrier is one of the hidden challenges that can inhibit innovation inside large companies. Here's a simple test.

Power 12

Power Consensus Christensen Disruptive Innovation 12

Harvard Business Review

OCTOBER 5, 2015

There is no question that the media industry is experiencing dramatic disruption on many fronts—in the way it creates content, distributes content to consumers, and monetizes audiences. Creative agencies unfurl their best ideas to make advertising memorable while informing or entertaining audiences. Humans and Automation.

Media 8

Media Advertising Audience Technology 8

Harvard Business Review

APRIL 9, 2014

For one thing, to attract a wider audience, it was held within the confines of San Francisco Bay. Learn quickly from disruption. This Cup also featured a disruptive innovation: the practice of “foiling.” What we heard suggested six pieces of advice that leaders of land-based businesses might do just as well to heed.

Sports 10

Sports Disruptive Innovation Learning-by-Doing Morale 10

Harvard Business Review

JUNE 4, 2014

But in our view, Apple faces a deeper problem: the industries most susceptible to its unique disruptive formula are just too small to meet its growth needs. Apple has seemingly served as an anomaly to the theory of disruptive innovation. Doing so would require some nifty regulatory maneuvering.

Industry 9

Industry Wireless Advertising Content 9

Harvard Business Review

FEBRUARY 29, 2016

It also has shifted from simply distributing other people’s content to investing heavily in the creation of its own content, using its substantial knowledge of customer preferences to maximize the chances that content will connect with an audience. A streaming model requires managing website uptime and bandwidth costs.

Metrics 8

Metrics Retail Content Advertising 8

Harvard Business Review

AUGUST 19, 2011

HP management conceded that the disruptive impact of the iPad forced their hand but that hand was already quite weak from a decade of over-serving the market. Which aspiring manager would want to deal with the disaster that was Apple at the time? HP's PDAs and phones never received management attention. How do I know?

Software 9

Software Maturity Resistance Business Model 9

Harvard Business Review

MARCH 21, 2016

Stand-out attributes include being 29% more likely to take initiative and test limits, and 21% more able to adapt to different audiences. In the most progressive organizations, the CDO role is being absorbed, as standalone digital teams are integrated into the core business, leaving hybrid general managers in charge.

Industry 8

Industry B2C Agility Bureaucracy 8

Harvard Business Review

MAY 7, 2012

In our database of over 6,000 professionals who have taken the Innovator's DNA self & 360 assessments, people (entrepreneurs and managers alike) who "agree" with the survey statement "I am creative" consistently deliver disruptive solutions — by creating new businesses, products, services, and processes that no one has done before.

Creativity 17

Creativity Innovation Disruptive Innovation Audience 17

Harvard Business Review

JUNE 29, 2017

What has escaped attention is that the device burst into a sector long insulated from the slightest threat of disruptive innovation. It quickly overcame AM radio in content quality, coverage, and audience share. Wireless rights became more flexible, ceding spectrum management to the market. Apple Invents a Radio.

Armstrong 8

Armstrong Wireless Succession Licensing 8

Harvard Business Review

JULY 14, 2011

Then the middle managers left, and the gloves came off. I've done a few of these kinds of discussions before, and getting good questions from an Asian audience can be like pulling teeth. The questions that the audience prioritized were thoughtful, and occasionally provocative. Then the top brass left. The technology is simple.

CTO 12

CTO Audience Consensus Innovation 12