N2Growth Blog

JUNE 14, 2010

The most successful companies incorporate disruptive thinking into all of their business and management practices to gain distinctive competitive value propositions. So why do so many established and often well managed companies struggle with disruptive innovation?

Business Model 338

Business Model Blog Disruptive Innovation Brand 338

LDRLB

JULY 17, 2012

In the book, the Innovator’s DNA , Clayton Christensen and colleagues list five behaviors that characterize innovative leaders: associational thinking, questioning, observing, networking and experimenting. Leading disruptive innovation requires managing incredible levels of uncertainty. Adaptive Planning. Savoring Surprise.

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Disruptive Innovation Innovation Christensen Kaplan 133

Skip Prichard

SEPTEMBER 20, 2020

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. As he stated, “if it’s mainly the former, then management’s role is limited: hire the right people and get out of their way. Would you briefly touch on your thinking?

Innovation 104

Innovation Drucker Supply Chain Influence 104

Tony Mayo

JULY 26, 2010

Top Executive Coaching with Tony Mayo About Tony Mayo Newsletter Sign-up Sections Client Comments For Executive Coaches For Executives For Fun For Salespeople Quotes and Aphorisms Recommended Books Technology Tips Videos & Podcasts Popular Posts Twitter Log IX About Tony Mayo Truth or Consequences?

Executive Coaching 113

Executive Coaching Execution Mayo Strategy 113

Harvard Business Review

SEPTEMBER 4, 2017

Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. So naturally, as a manager, you left such innovations to new entrants.

Christensen 8

Christensen Finance Innovation B2B 8

Harvard Business Review

MARCH 24, 2016

But this confidence served as a platform that allowed Andy to learn important things from every person — even Clayton Christensen. In his long career at Intel and at Stanford Business School, he passed along his deep wisdom with uncommon generosity, touching generations of managers and leaders. He was confident in his abilities.

Christensen 8

Christensen Incentives Price Course 8

Harvard Business Review

MAY 28, 2015

Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Why are older incumbent firms slow to adopt new technologies even when the economic or strategic benefits are clear?

Technology 8

Technology Depreciation Christensen Short-term 8

Strategy Driven

JUNE 29, 2016

Instead, longevity is based on entrepreneurial thinking and innovation – in exploring ways to adapt corporate and business strategies in response to market, technological, and social and cultural change. It is fashionable today to have management committees, at various organizational levels, working as teams. Let me explain.

Supply Chain 52

Supply Chain Real Estate Resistance Competitive Advantage 52

Mills Scofield

APRIL 15, 2014

Trust is a tool to assess and manage (reduce and/or increase) risk, depending on the situation. DMS : Trust and vulnerability are keys to “Energy Management” Not to sound too 19th or 20th Century, but trusting is efficient… and effective. Energy Management raises the issue of perfection.

Efficiency 132

Efficiency Energy Senge Resources 132

Deming Institute

JANUARY 19, 2017

In Clayton Christensen’s new book, Competing Against Luck , the authors delve into the importance of gaining a deep understanding of what your customers desire. If you are in the business of making carburetors you are at risk of technological innovation putting you out of business. I strongly recommend it.

Deming 28

Deming Christensen System Innovation 28

Harvard Business Review

MARCH 21, 2014

Conventional wisdom holds that new technology requires highly educated workers. There is little doubt that new technologies have taken a heavy toll on less educated workers not only in manufacturing industries, but also in routine white-collar jobs. The Association argues that technology has made the LPN position obsolete.

Education 8

Education Technology Business Model Maturity 8

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

Modern Servant Leader

JANUARY 15, 2015

Whether you need a leadership and management expert for yourself or your team, you’ll find someone great below. Contact: caduhigg@gmail 9 43,800 5,107 9,706 Clayton Christensen Innovation, Leadership Professor at Harvard Business School. Project Manager at @courtinnovation. Author of @MeasureYourLife.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

LDRLB

MAY 26, 2014

I think our principal observation was that what was happening was that disruptive innovations driven by largely information technology but lots of other technologies on the fringe here that are getting ready to exhibit the same kind of characteristics were entering the market in kind of this better and cheaper way.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

AUGUST 8, 2017

One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues?

Management 15

Management Emotional Intelligence Leadership Drotter 15

Harvard Business Review

MAY 15, 2014

He argues more broadly that all the “low-hanging fruit” produced by some non-repeatable breakthroughs (including fundamental technological triumphs) has been plucked. An impassioned counterargument comes from Erik Brynolfsson and Andy McAfee of MIT, who reject the premise that technology’s big leaps are all behind us.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

DECEMBER 7, 2018

While progress is clearly being made, as an industry, we still have far to go to consistently deliver on the promise of high-value care through technology and innovation. Research suggests that eliminating unwarranted variations in medical care can reduce the cost of patient management by at least 35 percent.

Cost 8

Cost Health Care Venture Capitalist Christensen 8

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. Many minds make lighter work.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

AUGUST 28, 2014

job market troubles of the past decade than new technology had. But I couldn’t help but fixate on that information-technology chart, which seemed to show corporate America giving up on IT. Or maybe modern information technology just keeps getting cheaper. Economy Information & technology Internet' ” Got that?

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GDP Information Technology Company Christensen 14

Harvard Business Review

MARCH 16, 2018

Note especially the brave, innovative management reflected in social enterprises such as the Sampark Foundation , where Vineet Nayar, former CEO of HCL Technologies, is on a mission to inspire kids in rural India to learn how to think and invent like frugal innovators. ” Purpose, moreover, means for him social purpose.

Drucker 12

Drucker Long-term Short-term Decentralization 12

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. The rest, of course, is history. ” I agree.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

AUGUST 21, 2018

Yet, time and again, they have struggled to innovate with new and disruptive technologies. Clayton Christensen and others argue that an incumbent’s failure has little to do with the newness or complexity of the technology. Businesses understand the power of digital innovations to reshape industries and markets.

Innovation 10

Innovation Company Marketing Christensen 10

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. They knew digital photography was the future and invested heavily in hybrid technology in the hope of managing the transition from physical photo printing. It didn't work.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 8

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

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

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. One of the articles reached millions of readers through one of the internet's most respected technology blogs. The pace of disruption is changing.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

NOVEMBER 5, 2012

For me and many other physicians, reading " Will Disruptive Innovations Cure Health Care " by Clayton Christensen, Richard Bohmer, and John Kenagy in the September-October 2000 issue of Harvard Business Review was like having a light turned on. HBR's 90th Anniversary: Why Management Matters. or a doctor's office. or the patient's home.

Disruptive Innovation 15

Disruptive Innovation Health Care Innovation Christensen 15

Harvard Business Review

NOVEMBER 10, 2011

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Yet, the innovator's dilemma persists. But they're notable because they are exceptions.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JANUARY 3, 2017

Many business models that make extensive use of digital technology have network-type properties. A second misconception about digital disruption is that new technology will inevitably substitute old technology, rendering it obsolete. Consider the management consulting industry. Complements are not substitutes.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

FEBRUARY 10, 2011

Last week I attended an Executive Sustainability Summit hosted by Xerox , Waste Management (WM), and Arizona State University. The short conference brought together public and private sector managers working on environmental and social issues. billion "managed print services" (MPS) industry ( according to research firm IDC ).

Productivity 15

Productivity Products Christensen Document 15

Harvard Business Review

MARCH 8, 2011

This week, over 10,000 entrepreneurs and investors will descend on Austin, TX for SXSW Interactive , hoping to be or to find the next big thing in technology. According to Professor Clayton Christensen's jobs-to-be-done framework, whenever we buy something, we are hiring the product or service to do a job.

Venture Capitalist 14

Venture Capitalist Christensen Entrepreneur Sports 14

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. STOP IT.". That decision is all yours.".

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Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

MARCH 12, 2012

It was only a few years ago that Governor Deval Patrick poured some $58 million into the company and their much-lauded breakthrough solar technology (String Ribbon). By focusing on a straightforward insight: truly transformative industrial changes aren't driven by technologies replacing technologies , but by systems replacing systems.

Disruptive Innovation 10

Disruptive Innovation Competitive Advantage Business Model Technology 10

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. But here's the rub.

Christensen 15

Christensen Sports Disruptive Innovation Learning-by-Doing 15

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

JANUARY 23, 2015

They are about technology and its dynamics, about a company’s strengths and weaknesses.” ’ It also answers the fundamental questions every manager must ask: How do we make money in this business? In addition to what a company is paid for, “these assumptions are about markets. And what does the customer value?’

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Business Model Drucker Christensen P&L 8