Clayton Christensen mentored Bob Moesta, and they became fast friends. Bob was one of the principal architects of the Jobs To Be Done theory. He expands on the theory and shares his respect for his friend Clay.
Today’s book is a book about progress.
Yes, it’s a book about innovation—and 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.
If you’re like many entrepreneurs and managers, the word “progress” might not spring to mind when you’re trying to innovate.
Sports Academies are like Innovation and Incubation Labs
Karen Dillon joins us to share concepts from her book How Will You Measure you Life co-authored with her friend, Clay Christensen
“Butterflies, for all their graces, are merely caterpillars who persevere.” Guillaume Apollinaire, Honda and the emergent strategy in America.
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.
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.
Clark G. Gilbert on Clayton Christensen, “Dual Transformation” and “From Resource Allocation to Strategy”
Discovery-Driven Planning with Rita Gunther McGrath The Clayton Christensen Tribute
As Clayton Christensen reiterated throughout his work, capable managers do not become incapable overnight; they act in what they believe is in the best interests of the organisation they serve. For the executives in Western Union, there was simply no way they could have anticipated that the telephone would ever get good enough to be a competitive threat. As the great innovator Buckminster Fuller said, “There is nothing in the caterpillar that tells you it will be a butterfly.”