Harvard Business Review

MARCH 16, 2018

Note, for example, the spirited defense by Paul Polman of Unilever of his long-term, sustainable business philosophy in the wake of a takeover attempt. In it, he points to the growing threat posed by activist investors who push for short-term share-boosting tactics without regard for firms’ long-term viability.

Drucker 12

Drucker Long-term Short-term Decentralization 12

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.” And short-term numbers at that. Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

SEPTEMBER 12, 2012

Corporations should have early warning systems to detect emerging competitive threats that have long-term potential to affect their business. The work of two of the most important scholars in the field, Clayton Christensen and Richard N. Foster , suggests considering five questions: 1.

System 15

System Christensen Disruptive Innovation Telecommunications 15

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. My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, How Will You Measure Your Life?

Christensen 14

Christensen Self-aware Short-term Long-term 14

Harvard Business Review

MARCH 7, 2012

Over time, that question changed to "What will make me happy for the long term?" Which then changed to "How do I create something for the long term?" Sometimes the jobs are surprising (like Christensen discovered when watching adults frequently "hire" a milkshake to do the job of not getting bored during a long commute).

Disruptive Innovation 16

Disruptive Innovation Innovation Christensen Long-term 16

Harvard Business Review

JANUARY 30, 2013

And while it has certainly burned many buyers of Amazon shares through the years — Amazon's stock price took a decade to get back to its 2009 peak — the long-run returns have been spectacular. Hansen, Herminia Ibarra, and Urs Peyer latest ranking of long-run CEO performance in HBR , Amazon's Jeff Bezos now ranks No.

Training 9

Training Bond Christensen Long-term 9

Harvard Business Review

JANUARY 27, 2016

Much fanfare has been paid to the term “disruptive innovation” over the past few years. Christensen has even re-entered the fold clarifying what he means when he uses the term. And over the long term, each of these short-term decisions could lead to failure. Professor Clayton M.

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

AUGUST 22, 2011

The term "disruptive innovation" has become an industry buzzword. 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. STOP IT.". It's an unnerving and unpredictable path, but you'll be in good company.

Disruptive Innovation 16

Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

AUGUST 1, 2012

But anyone with near-term innovation targets with nine (or six or even four) digits in them should ensure they are familiar with the concept of "planning fallacy.". 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.

Innovation 14

Innovation Planning Kahneman Tversky 14

Harvard Business Review

AUGUST 16, 2017

Musk himself is ambivalent about the term. Investors and lenders are betting on the company’s long-term potential to dominate a future that may feature autonomous vehicles, sustainable energy consumption, and the ability to upgrade easily as both hardware and software evolve. ’” he said recently.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

Harvard Business Review

MARCH 25, 2016

For the last 200 years, entrepreneurial prowess enabled by financial capital has powered a long surge of economic growth. In terms of management, the advent of the entrepreneurial society means above all replacing the rigidities of industrial-age mind-sets, with their command-and-control, top-down orientation. laura schneider FOR HBR.

Drucker 8

Drucker Long-term Short-term Incubator 8

Harvard Business Review

NOVEMBER 13, 2012

After all, only about 40 percent of companies last long enough to celebrate their sixth birthday. Being a giant in today's industry doesn't guarantee even short-term success as industries collide and hungry startups from around the globe keep developing innovative ways to siphon profits from even the most seemingly staid of industries.

Christensen 8

Christensen Middle Management Short-term Long-term 8

Harvard Business Review

JUNE 24, 2013

There''s a term in the psychology literature for this — the availability heuristic. Growth is great, but profits are more convincing proof of long-term viability. That is, individual transactions are profitable, but the company is investing in building infrastructure or marketing to build long-term advantage.

Venture Capitalist 8

Venture Capitalist Supply Chain Long-term Christensen 8

Harvard Business Review

JANUARY 6, 2012

So it shouldn't surprise that its founder — long a devotee of all things Zen — would be inspired by Paramhansa Yogananda and his Autobiography of a Yogi — reportedly the only book Jobs had downloaded onto his iPad. But an Apple is as much a design and creativity champion as any haute couture venture or perfumerie.

Innovation 15

Innovation Fashion Christensen Creativity 15

Harvard Business Review

SEPTEMBER 20, 2011

It is Clayton Christensen 's innovator's dilemma incarnate, and Netflix is very publicly trying to solve it. It's a bold move, one that will cost them in the near term, but Netflix I'm sure has done the calculus and is looking at the endgame 5-10 years out, not 5-10 months. But it's the long-term endgame that Netflix is playing for.

Disruptive Innovation 14

Disruptive Innovation Innovation Long-term Christensen 14

Harvard Business Review

MARCH 19, 2012

Over the long term, that is a career strategy with diminishing returns. First, by staying a generalist, you're actually limiting your potential — and narrowing your options — the long run. In today's dynamic economy, it can be difficult to choose an industry and function that will be relevant in the long term.

Career 15

Career Long-term Christensen CFO 15

Harvard Business Review

MAY 28, 2015

And then we have Clay Christensen’s work on disruptive innovations : how a new technology that is initially not good enough for mainstream customers, initially gains a foothold with a set of low-end customers who are happy with a less expensive, “good enough” product.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

JUNE 5, 2014

As long as people have been trading stocks, there have been middlemen taking a cut; HFTs just mean that the cut is now captured by those with the fastest computers. As long as the stock is trading — regardless of whether it’s going up or down — HFTs can take their cut. The arguments against doing so continue to mount.

Finance 10

Finance Short-term Long-term Christensen 10

Harvard Business Review

FEBRUARY 13, 2013

Research by Clayton Christensen, Rita McGrath, Richard D'aveni, and Richard Foster make very clear that we are in a new era where competitive advantage is a transitory notion. Ronn agrees, but notes that the responsibility for such systemic work ultimately rests with a company's leadership team. And it's absolutely necessary. It is both/and.

Innovation 11

Innovation Competitive Advantage Leadership Christensen 11

Harvard Business Review

DECEMBER 12, 2013

Getting beyond the obvious isn’t easy (that is, that corporate leaders should make their organizations hospitable to high-impact innovation, and pundits should balance breathless praise of quick flips with equal, if not more, attention paid to the long-term impact that innovations have). What if we thought bigger?

Advertising 9

Advertising Innovation Christensen Long-term 9

First Friday Book Synopsis

AUGUST 6, 2011

Here is an excerpt from an interview of Richard Rumelt co-conducted by Dan P. Lovallo and Lenny T. Mendonca and featured by McKinzey & Company’s McKinsey Quarterly (November 2007).

Strategic Planning 80

Strategic Planning McKinsey Planning Strategy 80

First Friday Book Synopsis

MARCH 7, 2011

HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].

Review 85

Review Strategy Books Positioning 85

Harvard Business Review

MARCH 23, 2016

By contrast, disruption, and particularly demand-side disruption of the type put forward by Clay Christensen, is a force that relies on a steady process of picking off one customer at a time. The theory is that, like a social network, creating new social links can reduce long-term barriers.

Film 8

Film Christensen Short-term Software 8

Harvard Business Review

OCTOBER 10, 2011

But rhyming is different from predicting and the analysts' forecasts remain vulnerable to exogenous shocks and the disruptive technologies described so well in Clayton Christensen's work, The Innovator's Dilemma. Fortunately, there is a way to get there quicker. Let's take another look at Samsung.

Strategy 9

Strategy Christensen Technology Long-term 9

Harvard Business Review

DECEMBER 10, 2015

And as Clayton Christensen described in The Innovator’s Dilemma , it can be very difficult for management teams and their organizations to acknowledge that the paradigm around them has changed, and instead of responding in an adaptive manner, too many organizations redouble their investments in legacy business models or technologies.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

MAY 15, 2014

Hayes and Abernathy laid the blame instead at management’s doorstep – citing in particular the short-termism that had infected the managerial community and caused them to underinvest in long-term innovation projects.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

APRIL 25, 2016

It’s even become a noun of sorts — uberization — which people use to describe a disruptive change to a staid industry ripe for innovation (though, to be sure, the popularization of the word “disruptive” means that it is often used in ways that the concept’s author , Clay Christensen, didn’t intend).

Organization 8

Organization Airlines Constraint Power 8

Harvard Business Review

AUGUST 26, 2013

We have known for a long time that innovation is the name of the game now. He pointed out that companies had much more to gain in the short-term, and therefore were tooled to compete, by exploiting opportunities already found than by exploring the business landscape for new ones.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Organizations still emphasize exploitation of existing advantages , driving a short-term orientation that many bemoan. Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

APRIL 11, 2014

But even though radial tires were far superior to bias tires in terms of durability, cost per mile, and safety – and could be sold for an attractively higher price — they presented a challenge to U.S. Long story short, Michelin took over 50% of the entire tire U.S. And they’d all seen radial tires take over the European market.

Disruptive Innovation 8

Disruptive Innovation Industry Technology Business Model 8

Harvard Business Review

SEPTEMBER 11, 2015

We receive numerous requests to engage outside the remit of a defined project, for instance staffing one of our consultants to augment an executive’s team, or overseeing large implementations over long periods of time. To succeed long term, winning on price alone is not sufficient. Exceed client expectations.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

DECEMBER 29, 2010

We need to make sure we have systems that balance short and long term performance. One book that I'm looking forward to reading next year on this topic is Jeff Dyer, Hal Gregersen and Clayton Christensen's work on The Innovator's DNA.

Innovation 15

Innovation Venture Capitalist Entrepreneur Gilbert 15

Harvard Business Review

OCTOBER 1, 2012

In his seminal work, The Innovator's Dilemma , Clayton Christensen made the point that for disruptive innovations to be pursued effectively, they require autonomous business units. Incentivize for long-term viability. He was completely right. It could not build an adult food business within its existing structure.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

MAY 7, 2015

According to Kathleen Christensen, Program Director at the Alfred P. He says managers should grant as much freedom as possible on how those results are pursued in terms of where, when and how a person works. That’s a shocking proportion, and it should disturb everyone who cares about U.S. companies and competitiveness.

Survey 8

Survey Christensen Globalization Travel 8

Harvard Business Review

MARCH 22, 2011

Barnholt calls it the tyranny of large numbers, explaining that "there's a natural tendency to think in terms of bigger bets as you get to be bigger.". in 2010, and HP has been criticized for a decade-long R&D slide. R&D spending fell from 6% of revenue in 2001 to 2.3% These questions are at the forefront of Leo Apotheker's challenges.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

MAY 9, 2014

So let’s consider what a company can do in a world that’s volatile, uncertain, complex, and ambiguous – that’s “VUCA” for short, a military term that’s been adopted by business. Think of the famous idea from Clayton Christensen of trying to disrupt or cannibalize your own business before someone else does.

Supply Chain 8

Supply Chain Strategy Risk Management Christensen 8

Harvard Business Review

JUNE 10, 2014

I’m a partner at a venture capital firm, and venture capital has long been a key way for the top-performing endowments to deploy capital. See comments by Clayton Christensen and Mark Cuban ). This has generally been a successful strategy for universities in both financial and strategic terms. a better place to be.

Real Estate 8

Real Estate Education Disruptive Innovation Asset Management 8