In business theory, disruptive innovation is innovation that creates a new market and value network or enters at the bottom of an existing market and eventually displaces established market-leading firms, products, and alliances. The concept was developed by the American academic Clayton Christensen and his collaborators beginning in 1995, and has been called the most influential business idea of the early 21st century. Lingfei Wu, Dashun Wang, and James A. Evans generalized this term to identify disruptive science and technological advances from more than 65 million papers, patents and software products that span the period 1954–2014. Their work was featured as the cover of the February 2019 issue of Nature and was selected as the Altmetric 100 most-discussed work in 2019.
A business model describes how an organization creates, delivers, and captures value, in economic, social, cultural or other contexts. The process of business model construction and modification is also called business model innovation and forms a part of business strategy.
Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. ISO TC 279 in the standard ISO 56000:2020 defines innovation as "a new or changed entity realizing or redistributing value". Others have different definitions; a common element in the definitions is a focus on newness, improvement, and spread of ideas or technologies.
In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.
Clayton Magleby Christensen was an American academic and business consultant who developed the theory of "disruptive innovation", which has been called the most influential business idea of the early 21st century. Christensen introduced "disruption" in his 1997 book The Innovator's Dilemma, and it led The Economist to term him "the most influential management thinker of his time." He served as the Kim B. Clark Professor of Business Administration at the Harvard Business School (HBS), and was also a leader and writer in The Church of Jesus Christ of Latter-day Saints. One of the founders of the Jobs to Be Done development methodology.
Blue Ocean Strategy is a book published in 2004 written by W. Chan Kim and Renée Mauborgne, professors at INSEAD, and the name of the marketing theory detailed on the book.
Richard A. D'Aveni is an American academic, thought leader, business consultant, bestselling author and the Bakala Professor of Strategy at the Tuck School of Business at Dartmouth College. He is best known for creating a new paradigm in business strategy and coining the term “hypercompetition” which led Fortune to liken him to a modern version of Sun Tzu. Hypercompetition involves rapid, fierce, and disruptive rivalry in an industry. Such industries cause shorter-term advantages, frenzied maneuvering, and proactive strikes on oligopolistic leaders of the industry. The goal is to undermine long-term advantages such as product positioning, technology and know-how, profitable strongholds, and deep pockets. This is in sharp contrast to other models of business strategy, such as oligopolistic models, which rely on long-term advantages created by the same competitive advantages that hypercompetition seeks to undermine, obsolesce, mute, or neutralize.
The organizational life cycle is the life cycle of an organization from its creation to its termination. It also refers to the expected sequence of advancements experienced by an organization, as opposed to a randomized occurrence of events. The relevance of a biological life cycle relating to the growth of an organization, was discovered by organizational researchers many years ago. This was apparent as organizations had a distinct conception, periods of expansion and eventually, termination.
David Olson Ulrich is a university professor, author, speaker, management coach, and management consultant. Ulrich is a professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group. With his colleagues, he has written over 30 books that have shaped the HR profession, defined organizations as capabilities, and shown the impact of leadership on customers and investors. Ulrich served on the Board of Directors for Herman Miller for 17 years, is a Fellow in the National Academy of Human Resources, and served on the Board of Trustees of Southern Virginia University for 9 years.
George Yip is Emeritus Professor of Marketing and Strategy at Imperial College Business School, London. Former professor and Co-Director of the Centre on China Innovation at China Europe International Business School (CEIBS). Other academic positions at Harvard, Georgetown, UCLA, Cambridge, London Business School. Now living in Boston and Maine, USA, and London. Former Dean of Rotterdam School of Management, Erasmus University. His book, Total Global Strategy: Managing for Worldwide Competitive Advantage was selected as one of the 30 best business books of 1992 by Soundview Executive Book Summaries. Also, author or co-author of Pioneers, Hidden Champions, Change Makers, and Underdogs: Lessons from China's Innovators (2019), China’s Next Strategic Advantage: From Imitation to Innovation (2016), Strategic Transformation (2013), Asian Advantage: Key Strategies for Winning in the Asia-Pacific Region (1998), and Total Global Strategy. Over 10,000 citations on Google Scholar. He serves on the editorial advisory boards of California Management Review, LRP and MIT Sloan Management Review. Boards of Hewnoaks Artist Colony (Maine) and MassOpera and Board of Advisors of Boston Lyric Opera. Chair of Research Advisory Committee, SKEMA Business School, France. Former board member of IDM, Glunz AG, Arlington Capital Management and Data Instruments, Inc., former advisory board member of Sonae SGPS and American University of Cairo Business School
Marco Iansiti is a professor at the Harvard Business School, whose primary research interest is technology and operations strategy and the management of innovation. He is the David Sarnoff Professor of Business Administration, heads the Technology and Operations Management Unit, and chairs the Digital Initiative. He is also the Chairman of the Board of Keystone Strategy, a consultancy focused on strategy, data sciences and economics for technology clients.
Organizational ambidexterity refers to an organization's ability to be efficient in its management of today's business and also adaptable for coping with tomorrow's changing demand. Just as being ambidextrous means being able to use both the left and right hand equally, organizational ambidexterity requires the organizations to use both exploration and exploitation techniques to be successful.
Innosight is a strategy consultancy within Huron Consulting Group, advising enterprises on business strategy. Innosight was founded in 2000 by Harvard Business School professor Clayton M. Christensen and senior partner Mark W. Johnson. Innosight uses methods based on the concept of disruptive innovation, a theory defined by Christensen in his book The Innovator's Dilemma. The company headquarters is located in Lexington, MA, with additional offices in Singapore and Switzerland. Scott D. Anthony is the firm's managing partner.
Scott D. Anthony is an author and senior partner at growth strategy consulting firm Innosight.
Innovation districts are zones in cities where public and private actors work to attract entrepreneurs, startups, business incubators, generally with the aim of revitalizing depressed downtown areas. The first, 22@ in Barcelona, Spain, was launched in 2000; as of 2019, there are more than 80 worldwide.
W. Chan Kim is a South Korean business theorist. He is a Professor of Strategy and Management at INSEAD, and co-director of the INSEAD Blue Ocean Strategy Institute in Fontainebleau, France. He is known as co-author of the 2005 book Blue Ocean Strategy.
Michael L. Tushman is an American organizational theorist, management adviser, and Professor of Business Administration at Harvard Business School. He is known for his early work on organizational design with David A. Nadler, and later work on disruptive innovation, organizational environments, and organizational evolution. He is also co-founder and director of Change-Logic, a consulting firm based in Boston, USA.
Sangeet Paul Choudary is a business executive, advisor, and best-selling author. He is best known for his work on platform economics and network effects. He is the co-author of the international best-selling book Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You.
David Osborne is an American author and consultant. He is the author or co-author of seven books, one of which was a New York Times best seller. He served as a senior advisor to Vice President Gore in 1993, helping to lead an effort to reform the federal government. He is currently director of the Progressive Policy Institute's project on Reinventing America's Schools, and his first novel was published in 2017.
Charles A. O'Reilly III is an American academic. He is the Frank E. Buck Professor of Management at the Stanford Graduate School of Business. He is the co-author of three books and a number of case studies as well as the co-editor of a fourth book.
