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. For the everyday student of business history, this might be unsurprising.

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Christensen Finance Innovation B2B 8

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?” Christensen, Raynor, and McDonald argue that Uber is not disruptive because it offers neither a low-end service, nor a new market. Zipcar counts as a disruptive innovation.

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Disruptive Innovation Definition Innovation Christensen 8

LDRLB

MAY 26, 2014

In that sense, the Christensen solution has become counterproductive; in fact, it’s become dangerous. We call them trial users, because they’re much more than early adopters; they’re the people that not only work with the kind of experimental versions of the product. If you follow his advice, you’re going to wait too long.

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Early Adopters Rogers Disruptive Innovation Innovation 60

Harvard Business Review

JANUARY 13, 2014

Levitt agreed, noting that the trouble starts when over time companies come to define themselves not by what they do for customers but by the products they sell or the categories in which they compete. As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.”

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Levitt Christensen Competitive Advantage Welch 11

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. Christensen and two co-authors revisit where disruption theory stands today in a new HBR article, “What Is Disruptive Innovation? But it has to fight fiercely for every inch.

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Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

AUGUST 16, 2011

This is the essence of Groupon's declaration last week that it will remove the controversial accounting metric called Adjusted Consolidated Segment Operating Income (ACSOI) from its financial statements. The company's product is not more valuable to users as more people adopt the platform.

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Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

AUGUST 23, 2011

In the second quarter of 2011, China's Gross Domestic Product (GDP) growth slowed to 9.5%. Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. For the last century, America has operated on the world's technological frontier. That was down from 9.7%

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GDP Christensen Disruptive Innovation Business Model 12

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. The Future of Operations. Organizations develop processes through repeated problem solving. Sponsored by GE Corporate.

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Technology Depreciation Christensen Short-term 8

Harvard Business Review

MARCH 20, 2012

The question is understandable, but unfortunately it's based on deep misconceptions about how businesses need to operate in a world of constant change. As the great guru on innovation Clayton Christensen has said, we base our thinking on "an assumption that the status quo in the business will maintain itself into the future.

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Positioning Christensen Business Model Innovation 13

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. The constant need to drive towards operational efficiency can be avoided through the creation of new organizations.

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Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

MARCH 16, 2018

Note the far-reaching production changes Jean-Dominique Senard has made at Michelin to empower and engage workers. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.”

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Drucker Long-term Short-term Decentralization 13

Harvard Business Review

APRIL 3, 2017

Businesses have a variety of social responsibilities, but the essential one—and the main reason that private enterprise is given license to operate—is to innovate. We’d like to add a wrinkle to Beinhocker and Hanauer’s argument. Many minds make lighter work.

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Christensen Technology Drucker Learning-by-Doing 12

Harvard Business Review

FEBRUARY 13, 2013

Practitioners have robust tools to discover opportunities to innovate, design, and execute experiments to address key strategic uncertainty; to create underlying systems to enable innovation in their organization; and to manage the tension between operating today's business and creating tomorrow's businesses. Create incentives for innovation!

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Innovation Competitive Advantage Leadership Christensen 11

Harvard Business Review

APRIL 20, 2016

This is a play straight out of Clay Christensen’s disruption playbook. The reason we wanted to do it separate is because, you have to realize that we needed to give them the flexibility and the operating structure to be able to be competitive with other technology and mobility services companies that move really fast.

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Christensen Hedge Bureaucracy Innovation 8

Harvard Business Review

OCTOBER 2, 2014

As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. product vs. operational) and referenced the same stages (e.g. ideation” and “rapid prototyping”).

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Innovation Metrics Christensen Workshop 9

Harvard Business Review

SEPTEMBER 11, 2015

Today, many high-profile companies— Cisco , Google , IBM , Samsung , Siemens , Disney , Volkswagen and Deutsche Bank , to name a few—contain such roving consulting groups to help solve the most critical strategy and operations problems throughout the business. Exceed client expectations. Measure success. Customer satisfaction.

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Consultative Team How To McKinsey 8

Harvard Business Review

JULY 30, 2014

Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Operations Organizational culture'

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Six Sigma Drucker P&L Short-term 8

Harvard Business Review

MAY 9, 2014

General Mills’ CEO recently blamed the winter for less-than-expected earnings , saying that “severe winter weather…disrupted plant operations and logistics…We lost 62 days of production…which hasn’t happened in decades. It might have actually generated increased revenue as well, if it meant operating while competitors couldn’t.

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Supply Chain Strategy Risk Management Christensen 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. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure. Develop deep expertise — your best risk-mitigation strategy .

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Career Company IPO Christensen 8

Harvard Business Review

APRIL 26, 2011

But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. And some superstars have very innovation-friendly experience, such as launching a new product, opening up an office in an emerging market, or operating in a constrained environment. Look for the aliens.

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Sports Christensen Innovation Class 13

Harvard Business Review

FEBRUARY 14, 2012

Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. Most organizations operating today started when companies needed more operating capital. Many organizations still operate by Porter's Value Chain model , where Z follows Y, which follows X.

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Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

DECEMBER 10, 2010

Jeffrey Dyer, Hal Gregersen, and Clayton Christensen identify five "discovery skills" that make for innovative mindsets: associating, questioning, observing, experimenting, and networking. Most importantly, the candidate should define a profitable market for his product. And that's something we can all toast to.

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Innovation Chief Operating Officer Christensen Objective 15

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. Both companies, while under a corporate umbrella, operate as independent brands with largely independent development teams. How did it do this?

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Film Christensen Short-term Software 8

Chart Your Course

JUNE 30, 2016

Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Ineffective companies operate only from the other two layers. Christensen. By Daniel H. By Clayton M.

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Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. Set up the debate with scenarios such as: Our organization’s technology, products, strategy, or business model will be obsolete within x years.

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Groupthink Team Consensus Christensen 8

Harvard Business Review

AUGUST 27, 2015

Up until the late 1950’s, anyone interested in sending bulk product across the globe placed that product in 60-pound burlap sacks, sent those to the docks, and entrusted longshoremen to tuck them efficiently into nooks and crannies in the hulls of merchant vessels. Courtesy of Boston Public Library. Apple is a perfect example.

Automotive 8

Automotive Transportation Brand Efficiency 8

Harvard Business Review

DECEMBER 10, 2012

And pretty much every product you can buy at Best Buy, you can get at Amazon cheaper and with free delivery — so people do. In this month's HBR, Professor Clayton Christensen and I have an article that describes how to develop core business strategy in the face of disruption. It's just not a good decade to be Best Buy.

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Price Retail Business Model Christensen 9

Harvard Business Review

NOVEMBER 24, 2017

A turnaround subsequently lowered strategic stress to a productive level by discontinuing many of their seemingly unrelated projects, re-focusing on their core business, as well as streamlining operational processes that improved coordination activities. Strategic Boredom (not enough strategic stress).

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Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

MAY 15, 2014

Going forward, we’ll have to work harder for any gains in productivity and prosperity, and they will come slower. More recently, Clayton Christensen has outlined how managers’ acquired habits in allocating capital are putting capitalism itself at risk.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

JUNE 12, 2013

The approach echoes Ted Levitt''s famous comment about selling ¼ inch holes rather than ¼ inch electric drills, and advocates a mindset shift away from selling products to "doing jobs" that solve customers'' problems. We agreed to work on a new kind of segmentation based the combinations of jobs that customers need to get done.

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Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

JANUARY 2, 2013

We seed our organizations with resources — people, capital, and equipment — and those resources have productive value in certain areas. Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. It's why Christensen's Innovator's Dilemma is so difficult to overcome.

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Innovation Execution How To Ries 8

Harvard Business Review

MAY 30, 2013

A good management team will be dedicated to creating product market fit, otherwise the business will flounder. Anyone who has operated inside a big corporate will tell you that for any project, you might have an executive mandate. This is where a startup''s lack of profitable operations would have worked to their advantage.

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Company Ries Maturity Innovation 9

Harvard Business Review

JUNE 10, 2014

See comments by Clayton Christensen and Mark Cuban ). Many universities manage billions in research funding, but there is usually no R&D budget for their own product, namely delivering education to willing buyers. Presidents and provosts will tell you: operating budgets are tight. It’s a game of responsibility hot potato.

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Real Estate Education Disruptive Innovation Asset Management 8

N2Growth Blog

JANUARY 13, 2011

This is great way to stifle innovation without exploring extensions to existing product lines. Moore and Christensen tell us what to do, but their prescription is rarely followed. In other words, anything that is beyond the vision of the business is never considered or even explored to the first level of analysis.

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Blog Innovation Strategic Planning Brand 384

Harvard Business Review

MAY 8, 2017

How successful has the company been at creating new products, services, and business models? Clay Christensen , Professor at Harvard Business School and Innosight co-founder. That vision prompted Danone to divest product lines such as biscuits and beer while broadening its core dairy franchise. Core r epositioning.

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Franchising CEO Business Model Strategy 15

Harvard Business Review

JANUARY 29, 2013

Steve Jobs' revival of the company began with a decision to narrow product lines down to a handful, and its big product successes of recent years have all been defined to a large extent by what Jobs and Apple's designers decided to leave off. Now the competitive sea is getting more crowded, especially for iPhone.

Strategy 9

Strategy Porter Christensen Mauborgne 9

Harvard Business Review

FEBRUARY 7, 2013

And Indian mobile phone provider Bharti Airtel uses IBM to manage its computer systems and Ericsson to operate its cell tower infrastructure. That's essential to tweaking products and marketing campaigns — or overhauling them when necessary. Orders go from the retailer to overseas vendors that manufacture products.

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Organization Supply Chain Team Outsourcing 8