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Clayton Christensen

Clayton Christensen - Innovation Business Management Business Strategy  speaker

 About

About Clayton Christensen - Kim B. Clark Professor of Business Administration at the Harvard Business School:

Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at the Harvard Business School, and is regarded as one of the world's foremost experts on innovation and growth. He is widely sought after as a speaker, advisor and board member. His research has been applied to national economies, start-up and Fortune 50 companies, as well as to early- and late-stage investing.

Christensen is the best-selling, award-winning author of eight books, and released his newest book in the spring of 2012, How Will You Measure Your Life? His seminal work The Innovator's Dilemma (1997) which received the Global Business Book Award for the Best Business Book of the Year in 1997; was a New York Times bestseller; has been translated into more than 10 languages; and is sold in more than 25 countries. The book also deeply influenced Steve Jobs, as reported in Jobs' biography by Walter Isaacson.

Christensen has focused the lens of disruptive innovation on social issues such as education and health care. Disrupting Class (2008) looks at the root causes of why schools struggle and offers solutions, The Innovator's Prescription (2009) examines how to fix our health care system, while The Innovative University: Changing the DNA of Higher Education from the Inside Out (2011) explores the future of higher education in America. In The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators (2011) he identifies the capabilities demonstrated by the best innovators and explains how to master the skills.

Christensen is also a five-time recipient of the McKinsey Award for the Harvard Business Review's best article, including 2010's award for How Will You Measure Your Life? (the same title as his current book) and a Lifetime Achievement Award from the Tribeca Film Festival in 2010, and has also been featured twice (1998 and 2011) as the cover story in Forbes magazine.

Christensen is an experienced entrepreneur, having started three successful companies: CPS Technologies, innovation consulting firm,  Innosight and investment firm, Rose Park Advisors. He also is the founder of Innosight Institute, a non-profit think tank whose mission is to apply his theories to vexing societal problems such as health care, education and clean energy. He currently serves as a board member at Tata Consulting Services (NSE: TCS), Franklin Covey (NYSE: FC), W.R. Hambrecht, and Vanu Inc. Christensen also serves on Singapore's Research, Innovation and Enterprise Council (RIEC).

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 Topics

What Clayton Christensen Talks About:

Future Opportunities for Growth in Information Technology 
In this session Christensen will draw upon several models that have emerged in his study of innovation to examine the future of information technology. He'll explore which system architectures are likely to become most prevalent, and which vendors will supply them. The long-range competitive implications of outsourcing information services will also be examined; and he'll offer some tools that IT managers can use to ensure that the services they offer meet the most pressing needs of company management.

Technological Enablers for Reducing Cost and Improving Accessibility of Quality Health Care
Much of the discourse on making our health care system accessible relates to insuring the uninsured, with the unspoken assumption that the level and rate of increase in costs are what they are. This isn't the case. Technological enablers, coupled with business model innovation, have the promise of dramatically reducing the cost and improving the accessibility of quality health care. Christensen will talk about what these innovations are, and how they can be implemented.

The History of Healthcare: From Intuitive to Precision Medicine
In the absence of the ability to precisely define a disease, the care of patients is best undertaken by highly skilled professionals, whose intuition is based on deep experience. This describes the history of health care, and it is called the practice of intuitive medicine. Molecular biology holds the promise of transforming medical practice into a new phase that is called precision medicine. Christensen will discuss why it promises to dramatically reduce cost and increase the predictable effectiveness of therapy.

Disruptive Strategies for Creating New Markets or Reshaping Existing Markets
Christensen will explain disruption, the mechanism by which great companies continue to succeed and new entrants displace the market leaders. Disruptive innovations either create new markets or reshape existing markets by delivering relatively simple, convenient, low cost innovations to a set of customers who are ignored by industry leaders.

One of the bedrock principles of Christensen's disruptive innovation theory is that companies innovate faster than customers' lives change. Because of this, most organizations end up producing products that are too good, too expensive, and too inconvenient for many customers. By only pursuing these sustaining innovations, companies unwittingly open the door to disruptive innovations, be it low-end disruption targeting overshot-less-demanding customers or new-market disruption, targeting non-consumers.

Creating New Growth Through Disruptive Innovation
Christensen will explain why many of today's markets that appear to have little growth remaining, actually have great growth potential through disruptive innovations that transform complicated, expensive products into simple, affordable ones. Successful innovation seems unpredictable because innovators rely excessively on data, which is only available about the past. They have not been equipped with sound theories that do not allow them to see the future perceptively. This problem has been solved.

Understanding the customer is the wrong unit of analysis for successful innovation. Understanding the job that the customer is trying to do is the key. Many innovations that have extraordinary growth potential fail, not because of the product or service itself, but because the company forced it into an inappropriate business model instead of creating a new optimal one. Companies with disruptive products and business models are the ones whose share prices increase faster than the market over sustained periods.

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 Recent Publications

Your presentation at The Liverpool Summit -- the content, the style, the humor -- struck a chord with everyone, with 97% of the delegates rating you as 'Excellent' or 'Very Good'.

Benchmark Management, Ltd

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