Karen Dillon joins us to share concepts from her book How Will You Measure you Life co-authored with her friend, Clay Christensen
The genesis of today’s book centred on a question posed years ago to “disruptive technologies” coauthor Clayton Christensen: where do disruptive business models come from? Christensen’s best-selling books, The Innovator’s Dilemma and The Innovator’s Solution, conveyed important insight into the characteristics of disruptive technologies, business models, and companies.
The genesis of today’s book centred on a question posed years ago to “disruptive technologies” coauthor Clayton Christensen: where do disruptive business models come from? Christensen’s best-selling books, The Innovator’s Dilemma and The Innovator’s Solution, conveyed important insight into the characteristics of disruptive technologies, business models, and companies. Today’s book emerged from an eight-year collaborative study in which our guest sought a richer understanding of disruptive innovators —who they are and the innovative companies they create.
The project’s primary purpose was to uncover the origins of innovative—and often disruptive— business ideas. Most of us think creativity is an entirely cognitive skill; it all happens in the brain. A critical insight from our research is that one’s ability to generate innovative ideas is not merely a function of the mind but also a function of behaviours. This is good news for us all because it means we can improve our creative impact if we change our behaviours We welcome Hal Gregersen, co-author of The Innovator’s DNA
Find Hal here: https://halgregersen.com
What this means in practice is that the new- and-different must be separated and even protected from the tried-and-true. As Mark says, “To play a new game on a new field requires a new game plan.”
—Clayton M. Christensen
Clayton M. Christensen and Michael B. Horn’s “Disrupting Class” is an unsettling title for a book about the schooling process.
The title conveys multiple meanings.
The principal message is that disruption can usefully frame why schools have struggled to improve and how to solve these problems.
Today’s book shows how to use the theories of innovation developed in The Innovator’s Dilemma and The Innovator’s Solution—and introduces some new ones. The book argues that it is possible to predict which companies will win and which will lose in a given situation–and provides a practical framework for doing so. We are joined by a long-time collaborator, friend and student of both Clayton Christensen, and he is a long-time friend of this show, Scott D. Anthony.
Some essential lessons in “Seeing What’s Next” relate to disruptive innovations. Four critical lessons are:
1. Disruption is a process, not an event.
2. Disruption is a relative phenomenon. What is disruptive to one company may be sustaining to another company.
3. Different or radical technology does not equal disruptive.
4. Disruptive innovations are not limited to high-tech markets.
Disruption can occur in any product or service market and can even help explain competition among national economies.
Today’s book shows how to use the theories of innovation developed in The Innovator’s Dilemma and The Innovator’s Solution—and introduces some new ones as well.
The book argues that it is possible to predict which companies will win and which will lose in a given situation–and provides a practical framework for doing so.
We are joined by a long-time collaborator, friend and student of both Clayton Christensen, and he is a long-time friend of this show, Scott D. Anthony
The HBR article Scott mentioned: https://hbr.org/2022/01/persuade-your-company-to-change-before-its-too-late
The Innovator’s Solution summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
The Innovator’s Dilemma summarised a theory that explains how, under certain circumstances, the mechanism of profit-maximising resource allocation causes well-run companies to get killed. The Innovator’s Solution, in contrast, summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
We are joined to share some concepts from The Innovator’s Solution by Clayton Christensen’s co-author Michael E. Raynor
Articles mentioned
Skate to Where the Money Will Be
by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden
https://hbr.org/2001/11/skate-to-where-the-money-will-be
Of waves and ripples: Disruption theory’s newest critic tries to make a splash
by Michael E. Raynor
The Innovator’s Dilemma summarised a theory that explains how, under certain circumstances, the mechanism of profit-maximising resource allocation causes well-run companies to get killed. The Innovator’s Solution, in contrast, summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
We are joined to share some concepts from The Innovator’s Solution by Clayton Christensen’s co-author Michael E. Raynor
Articles mentioned
Skate to Where the Money Will Be
by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden
https://hbr.org/2001/11/skate-to-where-the-money-will-be
Of waves and ripples: Disruption theory’s newest critic tries to make a splash
by Michael E. Raynor