Mitch Hershkowitz never thought he would see the day when HR and marketing teamed up to drive higher profits. But that day came in 2009. Dimension Data, where he is National Practice Manager, Consulting Services, was under pressure to standardize on a single internal instant messaging platform to eliminate employee silos–a daunting task for a global company with over 14,000 employees. Marketing's clever "Rule the Waters" boogie boarding and beach-themed internal campaign for the new system triggered a tsunami of support.

As a 16-year yoga practitioner, I often wish that I could find a place to practice while I travel. Most of the time, I have to traipse halfway across a city. But recently, I was surprised and delighted to learn that San Francisco Airport–which offers harried travelers a room specifically set aside for yoga practice–may be my next yoga destination.

Here is a guest post from my colleague, Clayton M. Christensen of Harvard Business School.

Before I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. We have only 10 minutes for you. Tell us what your model of disruption means for Intel.” I said that I couldn’t—that I needed a full 30 minutes to explain the model, because only with it as context would any comments about Intel make sense. Ten minutes into my explanation, Grove interrupted: “Look, I’ve got your model. Just tell us what it means for Intel.”