Disruptive Innovation
Leading Disruptive Innovation
Leading Disruptive Innovation

Clayton Christensen

Leading Disruptive Innovation

Clayton Christensen is regarded as one of the world’s top experts on innovation and growth, and his ideas have been widely used in industries and organisations throughout the world.

Clayton Christensen: Can we excel in both innovation and operations?

Clayton Christensen: Is acquiring innovative competences a viable strategy?

Clayton Christensen

Clayton Christensen is the Kim B. Clark Professor of Business Administration at the Harvard Business School, where he teaches one of the most popular elective classes for second year students; Building and Sustaining a Successful Enterprise.

Clayton Christensen

When Clayton Christensen almost 20 years ago first described the concept of Disruptive Innovation, it fundamentally questioned our traditional perspective on strategy and innovation. The unpredictable nature and impact of the disruptions and the disrupters paved the way for thinking of and working with strategy in a much more integrated and emergent way than we have been used to.

Disrupt your own business and look for “non-consumption”

To thrive in a world of disruption, we must constantly fight to free ourselves from the pull of the past and challenge our current beliefs, claims Clayton Christensen. If we manage to successfully disrupt our own business, we may be cutting off the very branch we are sitting on, but at least we are aware of it and can move on to seek new opportunities in new and more profitable markets in time.

To do that successfully, we need to build agile organisations, where resources seamlessly can be moved from less profitable areas to opportunities of growth, and we must be innovative and far-sighted enough to see beyond the obvious needs of our current customers to seemingly uninteresting markets and segments of non-consumption.

At Implement, we share this view. During the last two or three decades, we have experienced an increase in the frequency and magnitude of major changes unparalleled in history. We see disruptions and disruptive innovation as natural consequences of that development and as an emphasis of the importance of changing the way we work with strategy, innovation and change. Today, more than 2/3 of our change initiatives do not live up to their stated objectives.

Read more about Clayton Christensen on his own website

  • The Innovator's Dilemma

    The innovators dilemma Clayton Christensen

  • The Innovator's DNA

    The innovators DNA Clayton Christensen

  • Seeing What's Next

    Seeing whats next Clayton Christensen

  • How Will You Measure Your Life?

    How will you measure your life Clayton Christensen


  • Surviving Disruption

    Disruptive innovations are like missiles launched at your business. For 20 years we’ve described missile after missile that took aim and annihilated its target: Napster, Amazon, and the Apple Store devastated Tower Records and Musicland; tiny, underpowered personal computers grew to replace minicomputers and mainframes; digital photography made film practically obsolete.

  • The Capitalist's Dilemma

    Like an old machine emitting a new and troubling sound that even the best mechanics can’t diagnose, the world economy continues its halting recovery from the 2008 recession. Look at what’s happening in the United States: Even today, 60 months after the scorekeepers declared the recession to be over, its economy is still grinding along, producing low growth and disappointing job numbers.

  • The Innovator's DNA

    “How do I find innovative people for my organization? And how can I become more innovative myself?” These are questions that stump senior executives, who understand that the ability to innovate is the “secret sauce” of business success. Unfortunately, most of us know very little about what makes one person more creative than another.

Harvard Business Review