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

Disruptive Innovation 8

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. In fact, we are really losing a lot of money.". The company's product is not more valuable to users as more people adopt the platform.

Christensen 21

Christensen Fixed Costs Metrics Venture Funding 21

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.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. No, it’s to maximize shareholder value.

Levitt 13

Levitt Christensen Competitive Advantage Welch 13

Harvard Business Review

NOVEMBER 10, 2011

Of course, that young HBS professor was Innosight co-founder Clayton Christensen. Academic journals have dissected the disruptive innovation theory and hundreds of thousands of students around the world have seen Christensen's famous model. That's not to say that there haven't been success stories. Some can, but many cannot.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

MARCH 16, 2018

In China look at the unique organization of entrepreneurial cells Zhang Ruimin has created at Haier, and in France look at Vinci Group’s success, under Xavier Huillard, with a radically decentralized model designed to foster entrepreneurial creativity in its three thousand constituent companies.

Drucker 14

Drucker Long-term Short-term Decentralization 14

Harvard Business Review

AUGUST 23, 2011

Clayton Christensen's theories of innovation provide us a great lens through which we can understand this seeming paradox. When trying to build new growth businesses, Christensen observes that organizations need to employ an emergent strategy-making process. However, it will not succeed here.

GDP 13

GDP Christensen Disruptive Innovation Business Model 13

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. Measure success. Set objectives and size.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JANUARY 24, 2011

Breyer stands out — both in the room and the Twitter echo chamber — by sounding like an Old Testament prophet (or at least like Clay Christensen ): "traditional media companies unless they radically change. I can't off the top of my head think of any huge successes of that ilk in the media world, though (can you?).

Disruptive Innovation 14

Disruptive Innovation Venture Capitalist Innovation Christensen 14

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.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

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.

Christensen 8

Christensen Hedge Bureaucracy Innovation 8

Harvard Business Review

APRIL 26, 2011

They want the group to succeed, so they pick the superstars — the corporate athletes that have demonstrated success in the core business. But a range of research has shown how successful entrepreneurs generally act differently from successful operators.*. But I urge companies to consider three things.

Sports 13

Sports Christensen Innovation Class 13

Harvard Business Review

FEBRUARY 25, 2014

But the company had almost failed several times, and even success was brutal. The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Other risk-mitigation strategies . Equity — When given the chance, take some money off the table.

Career 9

Career Company IPO Christensen 9

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. Here’s how we should update our performance appraisal systems and criteria to reward those who help set the foundation for our success in the future.

Groupthink 8

Groupthink Team Consensus Christensen 8

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. Both activities are necessary to ensure strategic success and corporate longevity.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

MAY 28, 2015

The Future of Operations. The latter are troublesome because the knowledge base and skills required to operate in the new realm are so fundamentally different. One of Christensen’s favorite examples is steel minimills, whose electric arc furnaces used scrap steel as their feedstock. Insight Center.

Technology 8

Technology Depreciation Christensen Short-term 8

Chart Your Course

JUNE 30, 2016

Ineffective companies operate only from the other two layers. Studies show that a person’s emotional intelligence (the ability to manage one’s own emotions and the emotions of others) is not only more important than their IQ, but the single most important variable in career and life success. Christensen. By Daniel H.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

JANUARY 30, 2013

In fact, Amazon was only operating at such a high burn rate because it could. But when you combine Amazon's success with its resolute unwillingness to take financial markets too seriously, the result is an amazing thing to see. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about.

Training 11

Training Bond Christensen Long-term 11

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. Being big was in itself a mark of success. They get it. They live it. Conversations, not chains.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

MAY 2, 2017

Clay Christensen's landmark theory -- in under two minutes. The company no longer has any operations at all in Silicon Valley. It’s expensive, but you agree to pay an innovation premium because you appreciate that in innovation clusters the search for talent is fierce. Related Video. The Explainer: Disruptive Innovation.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

SEPTEMBER 11, 2015

Wilson, noted that business leaders who “are always expanding their perspective and what they know—and have that natural curiosity—are the people that are going to be successful.” Even when operating within familiar confines, curious leaders tend to try to see things from a fresh perspective.

Christensen 8

Christensen Open-book CEO Entrepreneur 8

N2Growth Blog

JANUARY 13, 2011

My advice to you is not to let your business get caught up in embracing random ideas – at least not without some initial analysis being conducted to determine the likelihood of success. Deliverables, benchmarks, deadlines, and success metrics must be incorporated into the plan. Failed initiatives are costly at several levels.

Blog 413

Blog Innovation Brand Strategic Planning 413

Harvard Business Review

JANUARY 24, 2012

Hart does not quite do what the Kahn Academy does but she operates in the same space. Experiments are happening and the successful ones are complementary to one another. The problem, as Clay Christensen has recently emphasized, is that students rarely learn at the same rate, let alone in the same way.

Video 15

Video Education Christensen Hedge 15

Harvard Business Review

MARCH 21, 2011

But because we failed to hammer out exactly how we would operate (including our respective roles and responsibilities), infighting distracted from operating, cash became a concern, and the business slowly, then quickly, imploded. My husband and I lost a painful lot of money. It was devastating. Start a business, yes.

Due Diligence 14

Due Diligence Magazine SWOT Christensen 14

Harvard Business Review

MAY 30, 2013

Investors are involved for the long haul, understanding that startup managers will have to experiment and fail along the way to a successful IPO. Anyone who has operated inside a big corporate will tell you that for any project, you might have an executive mandate. or you might not. Develop a shared innovation philosophy.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JUNE 10, 2014

See comments by Clayton Christensen and Mark Cuban ). Presidents and provosts will tell you: operating budgets are tight. But if you go to the operational side of the institution, they feel investing capital is the business of their money managers, so they in turn pass the buck or avoid the decision entirely.

Real Estate 9

Real Estate Education Disruptive Innovation Asset Management 9

Harvard Business Review

MAY 8, 2017

But when you look more deeply into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. How successful has the company been at creating new products, services, and business models? Scott Cook , founder and chairman of Intuit.

Franchising 15

Franchising CEO Business Model Strategy 15

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. What if success or failure is just one unexpected moment away? Ask for the keys to career success and you'll get logical explanations, recommendations, pathways and approaches.

Succession 18

Succession Diversity Open-book Innovation 18

Harvard Business Review

JANUARY 29, 2013

What I am pretty sure about is that the how of Apple's fall (or continued rise) will hinge on strategy — because strategy has driven its success. That's what Michael Porter says , and tough-choice-making has clearly been a big part of Apple's success. How do I know that? Because strategy is all about making choices.

Strategy 9

Strategy Porter Christensen Mauborgne 9

Harvard Business Review

DECEMBER 7, 2012

In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. Clayton Christensen has nicely described how the very things that made a company successful, including its efficiency, can also cause it to become obsolete when it's unable to adapt to disruptive change.

Efficiency 9

Efficiency Supply Chain Christensen Crisis 9

Harvard Business Review

OCTOBER 10, 2018

Capitec gets many things right in terms of its strategy, including its market positioning, internal operations, and organizational culture. But sometimes an entrant’s chances of success are better by focusing its offering on something that is worse than what’s already available in the market, at least on some dimensions.

Banking 8

Banking Industry Bottom-up Resistance 8

Harvard Business Review

MARCH 14, 2017

Clay Christensen's landmark theory -- in under two minutes. Such platforms would add a transaction layer between consumers and program operators and merchants, likely generating a small per-transaction cost, which could grow over time, much like OTA fees. Related Video. The Explainer: Disruptive Innovation.

Loyalty 14

Loyalty Customer Loyalty Travel Hotels 14

Harvard Business Review

DECEMBER 31, 2012

In a wide variety of industries — from computers to chemical processes to a whole range of service businesses — the source for most of the commercially successful new products is customers, not R&D. R&D and product development efforts often suffer from being isolated from customers.

CEO 9

CEO Airlines Marketing Software 9

Harvard Business Review

JUNE 11, 2013

Other new features announced at Apple''s World Wide Developers Conference Monday, such as the iOS 7 and Mavericks operating systems, had a bit more actual newness to them. The key to its phenomenal success over the past decade, though, has been — to use Christensen''s terminology again — disruptive innovation.

Schiller 10

Schiller Innovation Disruptive Innovation Christensen 10

Harvard Business Review

AUGUST 4, 2014

They can be wildly successful, but they can also crash and burn. Pepsi Refresh failed because it had no relevance to the brand’s operations or heritage. Given AmEx’s operations, consumer base, and resources, it’s well positioned to do so. Clearly, social initiatives are not a panacea. The contrast is stark. Let me explain.

Media 9

Media Marketing Strategy Groupthink Kaplan 9

Harvard Business Review

JUNE 14, 2012

And even if they'd succeeded, their news operations would be endangered anyway. That's because, once a monopoly was established, the editorial content of a newspaper had no detectable impact on its financial success. And these digital natives have seen no reason to attach expensive news-gathering operations to their efforts.

Disruptive Innovation 14

Disruptive Innovation Advertising Business Model Operations 14

The Horizons Tracker

FEBRUARY 2, 2020

In the two decades since the institution was forged, they believe that the foundations for success have been established, with the centrepiece being the Education City district that houses the educational, scientific and entrepreneurial efforts of the city. Unlocking human potential. Institutional advantage.

Resources 90

Resources Innovation GDP Education 90

Harvard Business Review

JANUARY 10, 2013

Harvard Professor and Innosight cofounder Clayton Christensen alerted the world to the pattern of disruptive change almost two decades ago. Academics and practitioners have built on Christensen's work to develop robust frameworks that can help leaders to spot disruptive developments early and respond appropriately.

Trends 8

Trends Disruptive Innovation Christensen Business Model 8