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The Capitalist's Dilemma
Christensen, Clayton M.; van Bever, Derek C.M.Article HBS-R1406C-EEconomicsSixty months after the 2008 recession ended, the economy was still sputtering, producing disappointing growth and job numbers. Corporations seemed stuck: Despite low interest rates, they were sitting on massive piles of cash and failing to invest in new initiatives. In this article, a leading innovation expert and his HBS colleague explore the reasons for this sluggishness. The crux of the problem, they say, is that investments in different types...Starting at €8.20
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Africa's New Generation of Innovators
Christensen, Clayton M.; Ojomo, Efosa; van Bever, Derek C.M.Article HBS-R1701K-EEntrepreneurshipWith a young, urbanizing population, abundant natural resources, and a growing middle class, Africa seems to have all the ingredients necessary for huge growth. Nevertheless, a number of multinationals have recently left the continent, discouraged by widespread corruption, a lack of infrastructure and ready talent, and an underdeveloped consumer market. Some innovators, however, have succeeded by building franchises to serve poorer consumer segme...Starting at €8.20
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When Growth Stalls
Olson, Matthew S.; van Bever, Derek C.M.; Verry, SethArticle HBS-R0803C-EStrategyThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. An abrupt and lasting drop in revenue growth is a crisis that can strike even the most exemplary organization. The authors' comprehensive analysis of growth in Fortune 100-size companies over the past half century revealed, in fact, that 87% of them had stalled out...Starting at €8.20
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Consulting on the Cusp of Disruption
Christensen, Clayton M.; Wang, Dina; van Bever, Derek C.M.Article HBS-R1310F-EStrategyConsulting's fundamental business model has not changed in more than 100 years: Very smart outsiders go into organizations for a finite period of time and recommend solutions for the most difficult problems confronting their clients. But at traditional strategy-consulting firms, the share of work that is classic strategy has sharply declined over the past 30 years, from 60% or 70% to only about 20%. What accounts for this trend? Disruption is com...Starting at €8.20