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. In it, he focused on the in-built problem that faces a successful company which is doing the ‘right thing’ by obsessing over their loyal customers to the exclusion of others.

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

JANUARY 12, 2012

One way to do this is to look for "break technologies.". However, as Clayton Christensen aptly points out, disruption occurs over time — not in a specific instant. While the value chain will optimize for specific circumstances, often technologies are created that eliminate the need for certain pieces of an industry's value chain.

Technology 14

Technology Retail Supply Chain Business Model 14

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

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

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. Uber doesn’t.

Disruptive Innovation 8

Disruptive Innovation Definition Innovation Christensen 8

Modern Servant Leader

JANUARY 15, 2015

11 2,410 220 2,346 Brian Tracy Personal Development Professional Speaker, Author, Success Expert, CEO of Brian Tracy International¬ô 12 254,000 20,600 1,064,000 Charles Duhigg Personal Development New York Times reporter ([link] ) and author of The Power of Habit ([link] ). Leadership Exec/Consultant, Passion: Visionary Leadership!

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Harvard Business Review

MAY 21, 2015

In truth, successful disruption does not merely destroy, but creates a shift in mental models. The primary target of Lepore’s attack was Harvard Professor Clayton Christensen, whose groundbreaking book, The Innovator’s Dilemma coined the term disruptive technology (later transformed into disruptive innovation ).

Christensen 8

Christensen Disruptive Innovation Bureaucracy Business Model 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. The rest, of course, is history. billion versus $2.3

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

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. These require different metrics of success.

Disruptive Innovation 17

Disruptive Innovation Christensen Metrics Innovation 17

Harvard Business Review

SEPTEMBER 7, 2011

To understand my stance, it's important to understand one basic idea; past success isn't always a good indicator of future success. 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 13

Christensen Price CEO Media 13

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

In the mid-90s as CEO of Medtronic, I was concerned about whether we could sustain the remarkable success in innovation that we had enjoyed during the previous 10 years. Then I read Clay Christensen and Joe Bower's 1995 article "Disruptive Technologies: Catching the Wave" in HBR.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

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. That's not to say that there haven't been success stories. Yet, the innovator's dilemma persists.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

MARCH 2, 2011

Most disruptions have three enablers: a simplifying technology, a business model innovation, and a disruptive value network. The technological enabler transforms a technological problem from something that requires deep training, intuition, and iteration to resolve, into a problem that can be addressed in a predictable, rules-based way.

Health Care 14

Health Care Disruptive Innovation Christensen Business Model 14

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. For one thing, it’s not clear what disruptive technology the company is offering.

Supply Chain 11

Supply Chain Automotive Disruptive Innovation Transportation 11

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. But innovation theory can provide a crystal ball; theory could have predicted iTunes' success and it's currently predicting Spotify's success.

Christensen 16

Christensen Disruptive Innovation Price Business Model 16

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. That's just.innovation. But the path of disruption is not.

Christensen 8

Christensen Disruptive Innovation Innovation Bottom-up 8

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 13

Drucker Long-term Short-term Decentralization 13

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 12

GDP Christensen Disruptive Innovation Business Model 12

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 Hedge Bureaucracy Innovation 8

Harvard Business Review

NOVEMBER 24, 2017

An example of strategic boredom is illustrated in Clayton Christensen’s famous work on the disk-drive industry. Leading disk-drive manufacturers found it nearly impossible to maintain their success when the technology and market structure began to change.

Strategy 8

Strategy Strategic Planning Stress Hamel 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 13

McCallum Competitive Advantage Business Model Consultative 13

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. Even with a technological head start, wining the fight for incumbents’ most profitable customers is nearly impossible. Oculus, of course, was wildly successful.

Entrepreneur 9

Entrepreneur Advice Disruptive Innovation CRM 9

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

MAY 15, 2013

Unhappily shocked by Sputnik''s unexpected 1957 success, President Eisenhower quickly pushed the Pentagon to establish the Defense Advanced Research Projects Agency (DARPA). Its ostensible mission: " to prevent technological surprise to the U.S. Successful surprises subvert, destroy and/or exceed expectations.

Innovation 8

Innovation Christensen Brand Globalization 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. Tesla, Nespresso, and Geox are current successful examples of such high-end disruptions. Goodrich, and General Tire).

Disruptive Innovation 8

Disruptive Innovation Technology Industry Business Model 8

Harvard Business Review

MARCH 12, 2012

American efforts to jumpstart the development of a cleantech economy have not been wildly successful to date. 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).

Disruptive Innovation 10

Disruptive Innovation Competitive Advantage Business Model Technology 10

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

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 8

Strategy Christensen Technology Long-term 8

Harvard Business Review

SEPTEMBER 30, 2011

There are three founding partners : Clayton Christensen, Matt Christensen, and me. Especially when there is already a perceived competency gap of 70 percent in fields like science, technology, engineering and mathematics, it is vital that we close that gap, by opening our mouths. But success depends on learning to do both.

Christensen 15

Christensen Sports Disruptive Innovation Learning-by-Doing 15

Harvard Business Review

DECEMBER 7, 2017

Earlier this year, Sruthi Thatchenkery , Michael Christensen , Stefanos Zenios and I completed a study of 231 surgical instrument ventures over a 25-year period. And their hard-earned wisdom can temper the expectations of overconfident board members or technology-focused entrepreneurs. Be open about what you do not know.

Innovation 8

Innovation Project Entrepreneur CEO 8

Harvard Business Review

JANUARY 23, 2015

They are about technology and its dynamics, about a company’s strengths and weaknesses.” What successful companies are doing right. Before that, successful business models “were created more by accident than by design or foresight, and became clear only after the fact. Insight Center. Sponsored by Accenture.

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

AUGUST 8, 2017

More than that, they must view this other-directed work as mission-critical to their success.” And, on the other hand, it includes being adaptive and agile, demonstrating an ability to connect with different kinds of people through many different communication platforms and technologies. Be clear and direct, always with respect.

Management 15

Management Emotional Intelligence Leadership Drotter 15

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. This entrepreneurial success story has not happened overnight. Fast forward to today, and the picture is not so happy.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

MAY 2, 2017

Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations. Clay Christensen's landmark theory -- in under two minutes. Related Video. The Explainer: Disruptive Innovation. They worked with little coordination and control from HQ.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

OCTOBER 1, 2012

If you're willing to acknowledge the barriers in your way, there are a few tried and true levers you can pull to ensure your intrapreneurial endeavors are better positioned for success. Your team comes up with a model that's wildly successful; their excess widgets sell like hotcakes. Create autonomy.

Innovation 15

Innovation Company ROI Disruptive Innovation 15