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.
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.
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.
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 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 other’s work.
I felt this series on Clayton Christensen’s 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.
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.”