Organisations are egregores or egreg-ORGS. Organisations feed on the energy of their employees, suppliers and customers. Organisations reach their goals through the energetic alignment of their collectives. The thoughts and emotions of employees emit energy that is harnessed to create a collective entity greater than the sum of its parts. Egregores are not always harmful but have led to genocide, slavery and war. For this article, I want to highlight the idea of an organisation sapping the energy of its people and ostracising those who go against the grain.
Todayâs book is a book about progress.â¨Yes, itâs a book about innovationâand how to get better at it.
But at its core, this book is about the struggles we all face to make progress in our lives.â¨If youâre like many entrepreneurs and managers, the word âprogressâ might not spring to mind when youâre trying to innovate.
Sports Academies are like Innovation and Incubation Labs
In, “How Will You Measure Your Life?”, Clay Christensen and Karen Dillon apply the theories developed by Clayton Christensen to our lives.
“Butterflies, for all their graces, are merely caterpillars who persevere.” Guillaume Apollinaire, Honda and the emergent strategy in America.
This Thursday Thought highlights the imperative for growth imposed on organisations that have become slaves to stock analysts. When an incumbent, established organisation has enjoyed growth, they experience a challenge similar to the bodybuilder. They do not want to invest in the foundations but would instead focus on the visible growth, the vanity exercises. Investing in and developing disruptive innovation markets is akin to maintaining the ligament, tendon and muscle sheath work. By its very nature, the market size of a new opportunity is small, so the returns also look small. To make matters worse, they are slow, and when compared to the might and muscle of maturity, they look puny.
The paper I wanted to share today aims to provide a common language about the research process that helps management scholars spend less time defending the style of research they have chosen and build more effectively on each otherâs work.
I felt this series on Clayton Christensenâs work and theories would be incomplete without this episode.
It is a great pleasure to welcome the co-author of that paper and a person who has built on this work considerably, Paul Carlile.
Apoptosis provides a fitting metaphor for what must happen in organisations to survive continuous cycles of change. Rather than letting the entire organisation die, the corporate body’s sectors, departments, and business units must regularly renew, just like a human body. Like any healthy process, the end of one cycle is the beginning of another, and it is better to embrace this law than to resist it. Easier said than done.
Our guestâs award-winning research introduces a new perspective on value creation and competition when industry boundaries break down in the wake of ecosystem disruption. His two books, The Wide Lens and Winning the Right Game, have been heralded as landmark contributions to strategy literature. Clayton Christensen described his work as âPath-breakingâ, and Jim Collins has called him âOne of our most important strategic thinkers for the 21st century.â
It is a pleasure to welcome Ron Adner.Â
Find Ron here: https://ronadner.com
Using the rational, analytical investment processes that most well-managed companies have developed, it is nearly impossible to build a logical case for diverting resources from known customer needs in established markets to markets and customers that seem insignificant or do not yet exist.