Building an Innovation Dynasty

Success requires going beyond winning once to developing deep capabilities that allow a company to repeatedly disarm disruptive threats and seize new growth opportunities. Borrowing a metaphor from the sports (or geopolitical) world, it requires creating an “Innovation Dynasty” that can, year after year, churn out successful growth businesses.

Chapter 10 of The Innovator’s Solution by Clayton M. Christensen and Michael E. Raynor (Harvard … [ Read more ]

Product for Hire

Master the innovation life cycle with a jobs-to-be-done perspective of markets.

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

Broadly speaking, organic growth can come from natural expansion of the core business, moves into near-in adjacent markets, and the creation of entirely new growth businesses. Companies need to have a rough estimate of their ultimate top-line and bottom-line goals, and how much growth they can reasonably expect to get from each of those three categories.

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

Companies have to treat different types of innovation opportunities differently. Companies routinely organize differently to solve fundamentally different problems, yet the area of growth is all too often lumped into one managerial process, governed by one set of metrics. An incremental improvement in an existing market has to be measured, monitored, and managed differently than a completely new strategy that might go into a … [ Read more ]

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

When a company is heading in a new direction, senior managers need to be problem solvers, not just problem finders.