Harvard Business Review

JUNE 28, 2018

Conversely, when teams and organizations enjoy too much harmony, they will gravitate toward inaction and complacency, which, as Clayton Christensen noted 20 years ago in The Innovator’s Dilemma , will breed decline and extinction. Loyalty is a powerful source of resilience, as religious groups, movements, and families have always known.

Creativity 13

Creativity Team Christensen Innovation 13

Harvard Business Review

AUGUST 16, 2017

In the model described by Clayton Christensen, a new entrant offers substitute products using technology that is cheaper but initially inferior to products offered by mature incumbents. Both companies were led by visionaries, both offer high-end versions of commodity products, and both enjoy fierce loyalty from customers.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

Harvard Business Review

MARCH 1, 2017

By diving into the data, we were able to dramatically reduce customer dissatisfaction, increase customer loyalty, and develop new, differentiating service offerings. Figuring Out What Our Customers Wanted. Fashion and clothing were central to the guest experience — much more so than we had realized.

Hotels 8

Hotels Fashion Budgeting Retail 8

Harvard Business Review

MARCH 14, 2017

Loyalty programs have proliferated across travel, retail, financial services, and other economic sectors. household participates in 29 different loyalty programs, according to the 2015 Colloquy Loyalty Census. Loyalty programs are ripe for some kind of disruptive innovation that would make them easier to use.

Loyalty 12

Loyalty Customer Loyalty Travel Hotels 12

Harvard Business Review

JANUARY 29, 2013

Or actually, maybe strategy is really about finding blue oceans — markets that come into existence as a company defines them. That's Clayton Christensen's famous contribution to strategy , and you can certainly see elements of it in Apple's story. That's the path to riches described by W.

Strategy 9

Strategy Porter Christensen Mauborgne 9

Harvard Business Review

DECEMBER 14, 2012

As for the die-hard gamers, they've lost loyalty to certain consoles — no one is a "Nintendo-only" player anymore. To survive disruption, console makers need to find an "extendable core" and integrate around it, a concept explored in "Surviving Disruption" by Max Wessel and Clay Christensen.

Industry 8

Industry Franchising Christensen System 8

Harvard Business Review

JANUARY 28, 2015

Supplier relationships, brand identity, process coordination, customer loyalty, and many switching costs were all forms of information. But the questions of timing and scale are still the minds of Clay Christensen and Maxwell Wessell in 2012. But every business is an information business, they stressed.

Porter 8

Porter Power Competitive Advantage Film 8