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What Is Disruptive Innovation
Christensen, Clayton M.; Raynor, Michael E.; McDonald, RoryArticle HBS-R1512B-EStrategyFor the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the "disruptive" label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and...Starting at €8.20
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Why Hard-Nosed Executives Should Care About Management Theory (Spanish version)
Christensen, Clayton M.; Raynor, Michael E.Article HBS-R0309DStrategygathering data, organizing it into categories, highlighting significant differences, then making generalizations explaining what causes what, under which circumstances. For instance, professor Ananth Raman and his colleagues collected data showing that bar code-scanning systems generated notoriously inaccurate inventory records. These observations led them to classify the types of errors the scanning systems produced and the types of shops in wh...Starting at €8.20
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What Is Disruptive Innovation? (Spanish version)
Christensen, Clayton M.; Raynor, Michael E.; McDonald, RoryArticle HBS-R1512BStrategyFor the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the "disruptive" label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and...Starting at €8.20
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Surviving Disruption
Wessel, Max; Christensen, Clayton M.Article HBS-R1212C-EStrategyIn this article Wessel and Christensen, both of Harvard Business School, introduce a way to work out how dangerous a disruption may be to your business. With a deep understanding of the jobs your company really does for customers and a clear take on both the advantages the disrupters have and the barriers they face, you can predict whether, to what extent, and how quickly an approaching disruption might displace your business model. Then you can ...Starting at €8.20
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Cracking Frontier Markets
Christensen, Clayton M.; Ojomo, Efosa; Dillon, KarenArticle HBS-R1901F-EEntrepreneurshipWith emerging-market giants such as Brazil, Russia, India, and China experiencing slowdowns, investors, entrepreneurs, and multinationals are looking elsewhere. They've been eyeing frontier economies such as Nigeria and Pakistan with great interest--and enormous trepidation. Can one find serious growth opportunities amid extreme poverty and a lack of infrastructure and institutions? The answer, the authors argue, is yes. The key lies in "market-c...Starting at €8.20
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The Innovator's DNA
Dyer, Jeffrey H.; Gregersen, Hal B.; Christensen, Clayton M.Article HBS-R0912E-E"How do I find innovative people for my organization? And how can I become more innovative myself?" These are questions that stump most senior executives, who know that the ability to innovate is the "secret sauce" of business success. Perhaps for this reason most of us stand in awe of the work of visionary entrepreneurs such as Apple's Steve Jobs, Amazon's Jeff Bezos, eBay's Pierre Omidyar, and P&G's A.G. Lafley. How do these individuals come ...Starting at €8.20
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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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The New M&A Playbook
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArticle HBS-R1103B-EStrategyCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Starting at €8.20
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Holding Fast (HBR Case Study and Commentary)
Lutz, Robert A.; Christensen, Clayton M.; Wittes, Jason; Galakatos, Nick; Gourville, John T.Article HBS-R0506A-EMarketingCEO Peter Walsh faces a classic innovator's dilemma. His company, Crescordia, produces high-quality metal plates, pins, and screws that orthopedic surgeons use to repair broken bones. In fact, because of the company's long-standing commitment to quality, some orthopedic surgeons use nothing but Crescordia hardware. And now these customers have begun to clamor for the next-generation technology: resorbable hardware. Resorbables offer clear advanta...Starting at €8.20