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. When we buy a product, we essentially “hire” it to help us do a job. The book lays out a Theory of Jobs to be Done in a very compelling way.

Deming 28

Deming Christensen System Innovation 28

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

Harvard Business Review

JANUARY 12, 2012

One way to do this is to look for "break technologies.". To deliver goods and services at that singular instance, industries will adopt production and distribution models. However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant.

Technology 15

Technology Retail Supply Chain Business Model 15

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

Mills Scofield

APRIL 15, 2014

The Lean Startup movement encourages a Minimal Viable Product (MCP), building what’s critical and leaving the non-critical for a later. Technology does not do much in a complex interaction (per McKinsey´s articles on interaction). So we need to understand customers’ needs and how well we can meet those.

Efficiency 132

Efficiency Energy Senge Resources 132

N2Growth Blog

JUNE 24, 2014

Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear. the iPod disrupting the Walkman.

Disruptive Innovation 336

Disruptive Innovation Consultative Innovation Christensen 336

Harvard Business Review

FEBRUARY 10, 2011

What really struck me is that both Xerox and Waste Management are doing something mostly unheard of: they're working with customers to help them use less of their traditional product or service. And what's really important is that these are not just niche product lines, but fundamental shifts in what these companies do.

Productivity 15

Productivity Products Christensen Document 15

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?” For us, applying technology in a totally new way — to reserve and open the cars — was a key enabler of this new market segment. Zipcar counts as a disruptive innovation.

Disruptive Innovation 8

Disruptive Innovation Definition Innovation Christensen 8

Harvard Business Review

AUGUST 16, 2017

billion to escape what Musk calls the “manufacturing hell” the company is now experiencing in its transition from small batch car making to mass production. For one thing, it’s not clear what disruptive technology the company is offering. But no matter which definition you use, it’s hard to see Tesla fitting it.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

Harvard Business Review

APRIL 3, 2017

But for this to happen broadly, more organizations need to recognize that their innovation mandate is not just to design new products and services, but also to redesign how work gets done. The technologies our species is developing might either hold the keys to unlocking human potential — or to locking it up more tightly than ever.

Christensen 12

Christensen Technology Drucker Learning-by-Doing 12

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. The product worked effectively, but never became a big seller.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

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. ” I agree.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

DECEMBER 17, 2012

They knew digital photography was the future and invested heavily in hybrid technology in the hope of managing the transition from physical photo printing. For Clayton Christensen, this is a basic flaw of incumbency. Successful firms have an established customer base, most of whom are satisfied with the products they are purchasing.

Christensen 8

Christensen Disruptive Innovation Mass Marketing Wireless 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

JULY 22, 2011

It is walking, talking, and continuing to pretend it's alive, but Spotify , Europe's outrageously successful streaming music product, has just shown us the future. To appreciate the truth of this claim, it's vital to understand one of Clayton Christensen's theories on marketing and product development: Jobs-to-be-done.

Christensen 16

Christensen Disruptive Innovation Price Business Model 16

Harvard Business Review

MARCH 2, 2011

Almost every industry began with services and products that were so complicated and expensive to provide that only people with a lot of skill and a lot of money could participate. Most disruptions have three enablers: a simplifying technology, a business model innovation, and a disruptive value network.

Health Care 15

Health Care Disruptive Innovation Christensen Business Model 15

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. Incumbents were happy to walk away from these offerings.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

Harvard Business Review

MAY 19, 2014

It lies behind successful product companies like Apple, Dropbox, and Kickstarter, but it can also lead entrepreneurs predictably to failure. And you can use this knowledge to avoid much of the market risk in building a new product. “Scratch your own itch,” is one of the most influential aphorisms in entrepreneurship.

Entrepreneur 9

Entrepreneur Advice Disruptive Innovation CRM 9

Harvard Business Review

MARCH 16, 2018

Note the far-reaching production changes Jean-Dominique Senard has made at Michelin to empower and engage workers. Witness the shift that is taking place in the global conversation about artificial intelligence and other advanced digital technologies. Management thinkers framing the greatest challenges of our time as human ones.

Drucker 12

Drucker Long-term Short-term Decentralization 12

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%

GDP 13

GDP Christensen Disruptive Innovation Business Model 13

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.

Christensen 14

Christensen Venture Capitalist Entrepreneur Sports 14

Harvard Business Review

AUGUST 22, 2011

We typically define disruption as a low-end product or service that eventually upends an industry. 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. Time to disrupt myself. STOP IT.".

Disruptive Innovation 16

Disruptive Innovation Christensen Metrics Innovation 16

Harvard Business Review

SEPTEMBER 7, 2011

Clayton Christensen has long been a proponent of hiring managers with the right " schools of experience." Sales were flat and Yahoo managed to lose its allure as a technology focused organization. Christensen's theory, however, could have predicted this failure. She never had to find novel products and revenue sources.

Christensen 14

Christensen Price CEO Media 14

Harvard Business Review

APRIL 20, 2016

The auto industry is facing a trio of disruptive technologies: electric batteries, autonomous vehicles, and the mobile phone. This is a play straight out of Clay Christensen’s disruption playbook. Here is the problem: none of the three disruptors I have outlined here are traditional Christensen-style innovations.

Christensen 8

Christensen Bureaucracy Hedge Innovation 8

Harvard Business Review

DECEMBER 7, 2017

Doctors understand what other doctors will value in a new product; lawyers know what other lawyers need. Earlier this year, Sruthi Thatchenkery , Michael Christensen , Stefanos Zenios and I completed a study of 231 surgical instrument ventures over a 25-year period. Food and Drug Administration).

Innovation 8

Innovation Project Entrepreneur CEO 8

Harvard Business Review

APRIL 11, 2014

After all, it was hardly a new technology; the first radial tire patents had been filed more than 40 years before. This is the transformational and dramatic effect of a superior technology entering an industry. How often have you seen a firm revolutionize an industry by creating a superior product using a new business model?

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

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. Network effects: The winner does not always take all. Complements are not substitutes.

McCallum 12

McCallum Competitive Advantage Business Model Consultative 12

Harvard Business Review

SEPTEMBER 27, 2013

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Disruption theory reveals four innovation types that could shape an investment thesis: Low-end disruptive – a dramatically cheaper way of producing worse products for customers who are over-served by existing options.

Innovation 8

Innovation Marketing Disruptive Innovation Discounted Cash Flow 8

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. Going forward, we’ll have to work harder for any gains in productivity and prosperity, and they will come slower. We can make new tools, and we can make new rules.

Management 11

Management Drucker Short-term Technology 11

Harvard Business Review

JANUARY 27, 2016

Christensen has even re-entered the fold clarifying what he means when he uses the term. Because disruptive products were cheaper, more accessible, and built on new technology architectures, they tended to be crummier than the existing highest-end solutions. Professor Clayton M. Instead, it was a byproduct. Is Uber disruptive?

Disruptive Innovation 8

Disruptive Innovation Innovation Short-term Long-term 8

Harvard Business Review

DECEMBER 24, 2013

According to Clay Christensen and his coauthors Dina Wang and Derek van Bever, the strategy consulting industry is about to blow up the same way the legal world just did. Technology offers real hope for Africa’s economic future. Gender Innovation Managing people Technology' How Google Sold Its Engineers on Management.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

JANUARY 23, 2015

They are about technology and its dynamics, about a company’s strengths and weaknesses.” Part two includes all the activities associated with selling something: finding and reaching customers, transacting a sale, distributing the product, or delivering the service. It was still not clear that the model made sense.”

Business Model 8

Business Model Drucker Christensen P&L 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

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. Supply-side disruption arises when a new innovation or technology offers a better way of providing consumer value than the old technology does.

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. As The Economist described it: "Samsung tiptoes into the technology to get familiar with it, then waits for its moment.

Strategy 9

Strategy Christensen Technology Long-term 9

Harvard Business Review

MARCH 25, 2016

Production capital took the lead over financial capital and real value over paper value, as Carlota Perez has so well demonstrated in her book Technological Revolutions and Financial Capital. Fast forward to today, and the picture is not so happy. Financial capital is in the driving seat. There are certainly many causes for concern.

Drucker 8

Drucker Long-term Short-term 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