Tagged: business challenges

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.”

Meditation As I sat across the City Club table from Mike (whose name was changed to protect his identity), I realized the economic recovery was not yet in full swing. And the stress and strain of just making a living is affecting experts at all levels.

Mike, a 20-year veteran of organizational development and nationally-known executive coach, shared the current state of his business. I set the meeting because a mutual friend suggested we connect. As a perennial connector, I wanted to know how I could support his company's growth. I asked him what kind of ideal client he was seeking. Mike's response surprised me.

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