Harvard Business Review

DECEMBER 24, 2013

The result, I think, is a set of ideas that together are important, useful, and original, and that feel like quite an accurate account of the management concerns many of us shared in 2013. The right kind of project management — and project manager — really matters. government, excellent project management is extremely rare.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

SEPTEMBER 7, 2011

Clayton Christensen has long been a proponent of hiring managers with the right " schools of experience." His basic argument is that it is more effective to evaluate managers by looking at the situations they have been in than their track record of success. Christensen's theory, however, could have predicted this failure.

Christensen 14

Christensen Price CEO Media 14

Harvard Business Review

APRIL 3, 2017

” By emphasizing solutions as the engine of growth, Beinhocker and Hanauer wanted to cast capitalism as a force for prosperity (as the system that churns out the most constant stream of superior ones). In that spirit, what is the “job to be done” by the practice of management itself? Many minds make lighter work.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

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. Both are vital engines of economic growth.

Disruptive Innovation 17

Disruptive Innovation Christensen Metrics Innovation 17

First Friday Book Synopsis

MAY 12, 2011

The Best Business Books Ever: The Most Influential Management Books You’ll Never Have Time to Read Basic Books (2011) Note: This review is of a book published earlier this year. What we have here is a series of brief discussions “the most influential management books you’ll [.]. It is a sequel to one published in 2003.

Books 85

Books Review Management Ansoff 85

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. HBR's 90th Anniversary: Why Management Matters. More >>.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

FEBRUARY 25, 2014

The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Thus, companies with great engineering talent have the “acqui-hire” option – they have created value by assembling great teams. Develop deep expertise — your best risk-mitigation strategy .

Career 8

Career Company IPO Christensen 8

Harvard Business Review

MAY 28, 2015

Managers constantly try to fit new market needs to existing processes and routines. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock. More importantly, managers need to monitor the tool innovation roadmap.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

SEPTEMBER 30, 2011

There are three founding partners : Clayton Christensen, Matt Christensen, and me. Next on deck is his son, Matt, the CEO and portfolio manager; then me. When Clay is in the room, people want to hear from him. It felt like high school all over again, slipping into the adult equivalent of playing dumb.

Christensen 15

Christensen Sports Disruptive Innovation Learning-by-Doing 15

Harvard Business Review

SEPTEMBER 20, 2011

His approach to splitting out the old business from the new one is a textbook play out of Clay Christensen's prescription for dealing with the possibility of disruption. First, getting a handle on the angst requires understanding Netflix's (and Qwikster's) customers and, in Clay Christensen's language, the job they hire the companies to do.

Strategy 10

Strategy Christensen Price Engineering 10

Harvard Business Review

APRIL 20, 2012

Clay Christensen's work on disruptive innovation shows the power of David against Goliath, the mammal over the dinosaur, the startup over the incumbent. When First Officer Murdoch saw the iceberg, he put the engines in reverse and started turning away from the iceberg. It's What You Can't See. Keep Moving.

Disruptive Innovation 12

Disruptive Innovation Wireless Christensen Film 12

Harvard Business Review

OCTOBER 25, 2011

Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation. 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

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. Managing the transition. There are indications that this is happening.

Drucker 8

Drucker Long-term Short-term Christensen 8

N2Growth Blog

JANUARY 13, 2011

Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, taint the brand, adversely affect external relationships, and cause a variety of other problems for your business. All initiatives surrounding new ideas should include detailed risk management provisions.

Blog 413

Blog Innovation Strategic Planning Brand 413

Harvard Business Review

APRIL 11, 2014

Propeller planes yielded to jet engines. Next time you come across an engineer aiming to commercialize a superior new technology, ask if his industry meets the criteria described above. After all, technologies don’t dictate how they must be commercialized, managers do. Gas lamps gave way to incandescent lamps.

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

DECEMBER 12, 2013

The high salaries investment banks offer draw talented scientists and engineers to figure out ever more complex financial instruments that don’t advance any particular social purpose. Large-scale problems require large-scale solutions, and large companies have the capacity to make meaningful progress on these challenges.

Advertising 9

Advertising Innovation Christensen Long-term 9

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. Clay Christensen , Professor at Harvard Business School and Innosight co-founder. As any manager knows, a generic-sounding list of values won’t move the culture needle unless leadership brings it to life.

Franchising 15

Franchising CEO Business Model Strategy 15

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

OCTOBER 11, 2013

When I suggested to Clayton Christensen that we partner with Hatkoff to create the Tribeca Disruptive Innovation Awards , Clay’s response was : I trust you Whitney. She loved her job, and with a background in public affairs in communications had been successful in both international business and management roles. Innovation'

Innovation 11

Innovation Christensen Decisionmaking CTO 11

Harvard Business Review

FEBRUARY 15, 2012

Academics offer up at least three answers: Clayton Christensen asserts that a single organization can't house two competing systems; companies seeking to drive disruptive growth therefore need to create spinoff organizations. The fundamental challenge, then, is finding the right way to balance this tension.

Innovation 14

Innovation Gilbert Govindarajan Christensen 14

Harvard Business Review

NOVEMBER 10, 2015

In a recent Sloan Management Review article, Dartmouth professor Andrew King asked “ How Useful Is the Theory of Disruptive Innovation? My own take is that Clay Christensen and his co-authors on the theory made a substantial contribution to our understanding of innovation. But that was never Christensen’s intent.

Disruptive Innovation 8

Disruptive Innovation Innovation Christensen Henderson 8

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

AUGUST 8, 2014

In the The Capitalists Dilemma, Clay Christensen and Derek van Bever suggest that leaders have been trained and socialized to their role as capitalists, and thus come to rely too heavily on familiar and traditional finance principles. Human resources Leadership Talent management'

Charan 14

Charan Finance Human Resources Supply Chain 14

Harvard Business Review

JUNE 23, 2015

Many of the most common missteps we see companies make would fit nicely in Steve Kerr’s management classic , “The folly of rewarding A, while hoping for B.” ” Here are the six most common mistakes we see: Asking employees to generate ideas without creating mechanisms to do something with them.

Innovation 8

Innovation Company Six Sigma Constraint 8

Harvard Business Review

FEBRUARY 6, 2014

In a collaboration to determine just how disruptive leaders find these compelling questions, Professor Clayton Christensen and I conducted nearly 40 interviews with renowned global leaders. As a result, one of the engineers asked him directly: “What the hell does a mobile phone have to do with taxes?” by 2020?,”

Innovation 8

Innovation Disruptive Innovation Christensen Learning-by-Doing 8

Harvard Business Review

OCTOBER 19, 2012

My own publisher, HBS Press, published two the very same month as my book — one of them co-authored by heavyweight Clay Christensen. They decided to pursue their doctorates, and offered their search engine to Yahoo for $1 million. Around the same time that my book came out, so did at least another 15 new books on innovation.

Succession 17

Succession Diversity Open-book Innovation 17

Harvard Business Review

MAY 23, 2014

Working with Professor Clayton Christensen on the research that became “The Capitalist’s Dilemma ,” and taking a page from his book, we thought, How might we disrupt our own knowledge generation process? While this resulted in high quality contributions, it also led to at least some selection bias. Ask the right parts of your community.

Christensen 8

Christensen Open-book Software Innovation 8

Mills Scofield

NOVEMBER 5, 2011

Experiment : In performance management, process, quality, workflow, customer satisfaction, etc., After some introspection, she agreed to head up Clayton Christensen’s venture fund, Rose Park Advisors , to help companies grow. Lesson: You can’t build on broken. She walked away from a 7-figure salary and prestige.

Blanchard 124

Blanchard Video Venture Funding Innovation 124