Modern Servant Leader

JANUARY 15, 2015

Maybe you need a leadership development expert or public speaker. Or, maybe you’re focused on personal development and want to find the best content online to help you grow as a leader. of the Center for the Development of Evangelical Leadership @GCTS_Charlotte. Obsessed with community development. Zondervan Author.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

JANUARY 2, 2013

It's why Christensen's Innovator's Dilemma is so difficult to overcome. Without a senior executive taking an active role in a project to overcome organizational antibodies, even the most thought-through plans can fail. Executives think they're buying into that future, and don't always see the long, arduous path to get there.

Innovation 9

Innovation Execution How To Ries 9

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

OCTOBER 20, 2014

Have you mastered the five skills that distinguish innovative entrepreneurs and executives from ordinary managers? In this interactive Harvard Business Review webinar, Dyer describes these five key skills and explains how managers can develop them.

Disruptive Innovation 8

Disruptive Innovation Innovation Skills Webinar 8

Harvard Business Review

JANUARY 13, 2014

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. No, it’s to maximize shareholder value.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

Harvard Business Review

NOVEMBER 24, 2017

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. The gap between strategy and the execution of that strategy is often referred to as “ strategic dissonance.” The Gap Between Strategy and Execution.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. By Jeff Dyer, Hal Gregersen, and Clay Christensen. The Innovator's DNA shows readers how to develop these core skills and use them in combination to generate new ideas.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

DECEMBER 7, 2018

That will require executives of health care providers and the entire medical community to embrace, at scale, four pillars of care. But while precision medicine is already extending lives and improving the quality of patients’ lives, the experts believe there is much to be done to expand its use.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

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. In such a world, Groupon would have stuck to its home market of Chicago until it developed a business model that was profitable at scale in one market.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

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

JANUARY 24, 2011

Then Burda and Sulzberger leave the stage and are replaced by a panel featuring a couple of media executives plus Google's Nikesh Arora (who I guess is a media executive too), LinkedIn founder Reid Hoffman, and venture capitalist (and Facebook investor) Jim Breyer. How do you survive such a seemingly unending series of waves?

Disruptive Innovation 14

Disruptive Innovation Venture Capitalist Innovation Christensen 14

Harvard Business Review

MARCH 7, 2013

Both articles espoused slightly new definitions of disruption, expanding the categorization of the world that Clay Christensen introduced us to more than 20 years ago. The other article reached executives around the globe through publication in the HBR's print magazine. But the path of disruption is not.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

OCTOBER 26, 2012

This happened to me in 1988, when I was an executive vice president at Honeywell, en route to the top. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life? But then, Christensen says, they started making exceptions to the rules "just this once.".

Christensen 15

Christensen Self-aware Short-term Long-term 15

Harvard Business Review

APRIL 3, 2017

But their way of thinking about prosperity also offers direction for any managers who want to work harder to make the world better off: your mission is to imagine, develop, and launch more life-improving solutions, especially the kinds of goods and services that improve ordinary people’s lives.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

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. Still, it enabled Medtronic to expand into the Chinese market.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

DECEMBER 10, 2010

Being able to execute on an idea - transforming blue-sky notions into tangible offerings — is the other half of the innovation equation. Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking.

Innovation 15

Innovation Chief Operating Officer Christensen Objective 15

Harvard Business Review

JUNE 28, 2018

For instance, a recent study of 100 product development teams found that two common disruptors of team harmony, namely diversity and task uncertainty, were positively associated with creative performance. How Senior Executives Find Time to Be Creative. You and Your Team Series. Thinking Creatively. Emma Seppala. David Livermore.

Creativity 13

Creativity Team Christensen Innovation 13

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.

Innovation 9

Innovation Metrics Christensen Workshop 9

Harvard Business Review

JANUARY 3, 2012

This kind of disciplined approach works very well when companies have knowledge that lets them be precise in their analysis, and executives have the relevant domain experience to make informed decisions. Applying this same discipline to nascent opportunities in new spaces can be disastrous. Then, the bar goes up.

Stage-Gate 15

Stage-Gate Due Diligence Disruptive Innovation Document 15

Harvard Business Review

APRIL 30, 2014

Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen. That’s not easy because, as Patnaik notes, many business executives rose through the ranks because “they were good at giving answers, not at formulating questions.”

Company 11

Company Ries Christensen Innovation 11

Harvard Business Review

OCTOBER 1, 2012

Mature corporations are designed to execute on the science of delivery — not engage in the art of discovery. They're bad at innovation by design: All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

MARCH 7, 2012

For example, an executive in his mid-thirties and in a career transition began by asking "How can I make a bucket of money?" 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.

Disruptive Innovation 16

Disruptive Innovation Innovation Christensen Long-term 16

Harvard Business Review

NOVEMBER 13, 2012

An acquaintance of mine (let's call him George) is an acknowledged thought leader on a topic that the senior-most executives at a particular company had placed high on their agenda. But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like "a silicon chip supplier."

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

JULY 11, 2016

Ryan, an executive in a municipal government, says, “Always be on time. Amy, a food and beverage executive puts it this way, “Finish the assignment or project with excellence — anything else you do is bonus, but please start with the assignment given.” Be willing to get to the office early and stay late.”

Critical Success Factor 8

Critical Success Factor Ryan Christensen Advice 8

Harvard Business Review

JULY 30, 2014

(Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Townes, and Henry L.

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

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. We also found seven other reasons Africa’s economy might leapfrog the economies of more developed nations. Why the Lean Start Up Changes Everything.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

JANUARY 3, 2017

They too developed a business model based on a pool of freelance consultants, but rather than rely on a database, a matching platform, or some other digital search function, they understood that in their business – high end strategy consulting – there was no substitute for really knowing people.

McCallum 13

McCallum Competitive Advantage Business Model Consultative 13

Harvard Business Review

SEPTEMBER 11, 2015

Like any firm in need of business development, we build relationships with executives across the company, and pitch proposals. ” We do not execute a central mandate (e.g., Christensen, Dina Wang, and Derek van Bever predicted the disruption of elite consulting firms. Our group welcomes the competition.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

SEPTEMBER 17, 2013

As Clay Christensen and colleagues point out in the latest issue of HBR , the consulting industry is ripe for disruption. One reason for this pattern goes back to our MBA students’ definitions: Underlying their view of consulting is the belief that most business problems can be solved through rigorous analysis to develop the “right” answer.

Consultative 8

Consultative Definition Christensen Constraint 8

Harvard Business Review

APRIL 26, 2011

All the techniques and mental tricks executives develop over time to run established businesses can be completely counter to what is needed to successfully innovate. If they don't, but they have time to develop them, that might be OK. If they don't and you are about to enter the Stanley Cup finals, be prepared for a bruising. *

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

OCTOBER 25, 2011

While it's written from my perspective, he was central to the development of the idea. An engineer, designer, serial entrepreneur, investor, and researcher, he has developed 1,000+ products/services and has collaborated with Clay Christensen at HBS for more than 15 years.

Mentor 15

Mentor Christensen Incubator Learning-by-Doing 15

N2Growth Blog

JANUARY 13, 2011

You see, while creativity is a clearly a valuable asset, unbridled creativity where random, disparate ideas abound outside of a sound decisioning and execution framework will create distraction and chaos much more often than they will lead to innovation. It should be developed as a solution to a problem or to exploit an opportunity.

Blog 384

Blog Innovation Strategic Planning Brand 384

Harvard Business Review

SEPTEMBER 20, 2013

Fortunately, the organizations that took the effort to truly understand the value of their data were able to execute appropriately. How do you ensure that your execution is commensurate with the revenue opportunity? If you are sure about the opportunity in front of you and your ability to execute, this may work.

Execution 8

Execution Metrics Content Christensen 8

Harvard Business Review

JANUARY 30, 2013

There are lots of corporate executives who think they know better than Wall Street. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about. Most turn out not to.

Training 10

Training Bond Christensen Long-term 10

Harvard Business Review

MARCH 22, 2011

Ned Barnholt is the former CEO of Agilent Technologies, the measurement company, and these days he's one of the more respected executives in Silicon Valley. They then researched and analyzed the markets, segmented them, and developed products. They executed on their plans well. HP rise had been remarkable. But they still failed.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. ” One in ancestry and the other in drug development. It’s time for executives, entrepreneurs, and innovators stop quibbling over whether something satisfies the traditional path of disruption. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

JANUARY 3, 2014

Some may have short onboarding programs for new employees; at best some multinational companies will budget similar training budgets as in their developed market businesses. By finding high potential candidates early, companies can develop them for many years before bringing them onboard. Metrics are your best friend.

Training 8

Training Company Metrics Real Estate 8