The Horizons Tracker

FEBRUARY 22, 2022

It’s a market that is already worth $3.1 But in industrial deployments, think 5G powered ports, mines, and factories, operations can re-configure the signal to support even faster upload speeds,” Brian Chamberlin, Executive Advisor, Huawei Carrier Marketing, says. “ There are cases with upload speeds of over 1Gbps.

Stephenson 85

Stephenson Wireless Christensen Automotive 85

Skip Prichard

SEPTEMBER 20, 2020

Only those who are able to reinvent themselves, imagining new solutions, and developing new products and services to be relevant in the future will be poised to thrive. Who better to quote in this instance than the late, great, Clayton Christensen who famously answered this question in his book The Innovator’s Dilemma.

Innovation 105

Innovation Drucker Supply Chain Influence 105

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?” ” They also write that “disruptive innovations originate in low-end or new-market footholds.” Uber doesn’t. This was not world changing.

Disruptive Innovation 8

Disruptive Innovation Definition Innovation Christensen 8

Harvard Business Review

NOVEMBER 18, 2015

That’s no surprise, since Clayton Christensen co-founded our company in 2000, five years after his Harvard Business Review article with Joseph L. Bower “ Disruptive Technologies: Catching the Wave ” introduced the idea of disruption to the mainstream market. One yes bears watching; two yeses is a standup moment.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 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. The financial results of Groupon's traditional business continue to deteriorate, especially in mature markets, and new ventures such as Groupon Now also have failed to drive profits.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 15

Harvard Business Review

AUGUST 22, 2011

I had worked for over a decade to develop relationships with Latin American business leaders, several of whom were on Forbes' billionaire list. Because disruptive innovations are in search of a yet-to-be-defined market, we can't know the opportunity at the outset. The term "disruptive innovation" has become an industry buzzword.

Disruptive Innovation 16

Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” No, it’s to maximize shareholder value. And short-term numbers at that.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

JUNE 7, 2012

Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns.

Venture Capitalist 13

Venture Capitalist Christensen Incubator Porter 13

Harvard Business Review

DECEMBER 17, 2012

Recent corporate history is littered with successful established firms who failed to manage disruptive innovation even with full knowledge that it was coming. For Clayton Christensen, this is a basic flaw of incumbency. For Clayton Christensen, this is a basic flaw of incumbency. Kodak is a poster-child. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

Harvard Business Review

OCTOBER 17, 2012

When I recently asked a group of successful professional women to list their favorite books about entrepreneurship, the list skewed largely male. To become a complete man or woman, each must develop both sides of the psyche. John's picks, however, are not an anomaly among men, or even really among women. And that is a problem.

Books 13

Books Christensen Ries Disruptive Innovation 13

Harvard Business Review

JULY 22, 2011

It is walking, talking, and continuing to pretend it's alive, but Spotify , Europe's outrageously successful streaming music product, has just shown us the future. But innovation theory can provide a crystal ball; theory could have predicted iTunes' success and it's currently predicting Spotify's success.

Christensen 16

Christensen Disruptive Innovation Price Business Model 16

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. If integrated steel mills had built mini-mills to compete with their disruptors, their margins would have been compressed as they fought for share at the bottom of the market.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

NOVEMBER 24, 2017

An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry. Leading disk-drive manufacturers found it nearly impossible to maintain their success when the technology and market structure began to change. Strategic Sweet Spot (just the right amount of strategic stress).

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

FEBRUARY 6, 2014

A “ new model for how winter sports are done” that “feeds an audience hunger for life-treating daredevilry” and drives “ high market penetration and. An innovator develops a solution that trades off raw performance (the way it historically was defined at least) in the name of simplicity, accessibility, or affordability. high dollars.”

Disruptive Innovation 8

Disruptive Innovation Market Segmentation Christensen Market Penetration 8

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

The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North. 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.

Christensen 14

Christensen Self-aware Short-term Long-term 14

Harvard Business Review

OCTOBER 1, 2012

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. So how do you empower your corporate innovators to bring their ideas to market? Create autonomy.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

JANUARY 3, 2017

Given these network effects – as many proclaim – markets get “winner takes all properties”: the largest network will win, crowding out the remaining competitors (like MySpace and Google+). It is a misconception to think that network effects inevitably and always lead to a winner-take-all market.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

NOVEMBER 1, 2012

In the mid-90s as CEO of Medtronic, I was concerned about whether we could sustain the remarkable success in innovation that we had enjoyed during the previous 10 years. Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

JUNE 28, 2018

” Indeed, not just in business but also in politics, sports, and the arts, there is no shortage of real-world examples of successful partnerships that were fueled as much by the alignment of ideas as by creative tension or discord. Success and happiness pose a bigger threat to businesses than a moderate degree of dissatisfaction.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

MAY 19, 2014

It lies behind successful product companies like Apple, Dropbox, and Kickstarter, but it can also lead entrepreneurs predictably to failure. This approach to entrepreneurship increases your market knowledge: as a potential user, you know the problem, how you’re currently trying to solve it, and what dimensions of performance matter.

Entrepreneur 9

Entrepreneur Advice Disruptive Innovation CRM 9

Harvard Business Review

NOVEMBER 13, 2012

This unnamed company had been the gorilla of its market for the past two decades and had gotten used to throwing its weight around, particularly with suppliers that wanted both the positive reputation effects and the volume that came from serving a market leader. There's nothing wrong with a company being proud of its accomplishments.

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

JANUARY 23, 2015

In addition to what a company is paid for, “these assumptions are about markets. What successful companies are doing right. Before that, successful business models “were created more by accident than by design or foresight, and became clear only after the fact. Insight Center. Sponsored by Accenture.

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

MARCH 25, 2016

Most large companies seem to have lost the taste for entrepreneurship, their CEOs preferring to focus on using technology to maximize profit from existing businesses, as Clayton Christensen and others have shown, or not to invest at all. This entrepreneurial success story has not happened overnight.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

JANUARY 3, 2012

The general way around this problem seems simple enough — have a process by which you evaluate ideas in different ways at different stages of development (most call this a "stage-gate process."). This kind of process can help successfully move an idea from a Post-It note to the market. What does that actually mean in practice?

Stage-Gate 15

Stage-Gate Due Diligence Disruptive Innovation Document 15

Harvard Business Review

JANUARY 30, 2013

That opportunistic approach to financial markets has defined Amazon since it went public in 1997. When Uncle Wall Street (also known as Mr. Market ) is in a generous mood, Bezos is always ready to take advantage by putting investment ahead of profitability. billion bond issue just before the debt-market meltdown of autumn 2008.

Training 10

Training Bond Christensen Long-term 10

Harvard Business Review

MAY 15, 2013

Unhappily shocked by Sputnik''s unexpected 1957 success, President Eisenhower quickly pushed the Pentagon to establish the Defense Advanced Research Projects Agency (DARPA). This question from a marketing perspective was recently explored on this site.). Successful surprises subvert, destroy and/or exceed expectations.

Innovation 8

Innovation Christensen Brand Globalization 8

Harvard Business Review

MAY 8, 2017

But when you look more deeply into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. How successful has the company been at creating new products, services, and business models? Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

APRIL 26, 2011

They want the group to succeed, so they pick the superstars — the corporate athletes that have demonstrated success in the core business. But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. If they don't, but they have time to develop them, that might be OK.

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

FEBRUARY 25, 2014

But the company had almost failed several times, and even success was brutal. Develop deep expertise — your best risk-mitigation strategy . In financial terms, focuses expertise is a call option on other careers, and it increases your chance of startup success, to boot. Other risk-mitigation strategies .

Career 8

Career Company IPO Christensen 8

Harvard Business Review

DECEMBER 29, 2010

Chinese companies like BYD are well positioned to lead the electrical vehicle market. And India's nation of entrepreneurs is driving change in market after market. In particular, watch for markets that historically were inhospitable to entrepreneurs. But Eastern companies and entrepreneurs are gaining traction.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

APRIL 11, 2014

And they’d all seen radial tires take over the European market. market in the first 18 months after their introduction. Tesla, Nespresso, and Geox are current successful examples of such high-end disruptions. Digital photography is far more convenient than developing film. This was no surprise to the top five U.S.-based

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

MARCH 2, 2011

Precise definition of the problem, in this and in every industry, is a prerequisite to the development of a predictably effective solution. Because the high end of most markets is where the most attractive profits are made, serving the most profitable customers. xlv-xlvi by Clayton Christensen, Jerome Grossman M.D.,

Health Care 15

Health Care Disruptive Innovation Christensen Business Model 15

Harvard Business Review

JANUARY 12, 2012

At any given point in time, the market will find equilibrium. If you are at all familiar with Michael Porter's work , think about this as an industry developing its value chain. However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant.

Technology 14

Technology Retail Supply Chain Business Model 14

Harvard Business Review

MARCH 12, 2012

American efforts to jumpstart the development of a cleantech economy have not been wildly successful to date. Making big bets on emerging technologies and uncertain markets is never a straightforward proposition; doing so in direct competition with much bigger and more sustained Chinese bets is downright suicidal.

Disruptive Innovation 10

Disruptive Innovation Competitive Advantage Business Model Technology 10

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. And by making little bets.

Ries 11

Ries Agility Market Segmentation Christensen 11