Clayton M. Christensen

The Leading Authority on Innovation and Advisor to Fortune 500 companies and governments.

Professor Clayton M. Christensen, Professor, Harvard Business School See Christensen in action Christensen in the news WHO SHOULD ATTEND? Decision makers who are in the role of leading his/her organisation i.e. CEOs, Managing Directors, General Managers & Board members Public Sector Executives Senior Managers, Human Resource Managers, Managers being groomed to lead their organisations Department Heads & Project Leaders Senior Executives· Consultants BENEFITS This intensive hands-on working session will: Help you identify new growth opportunities Make your innovation efforts more predictable and productive Heighten your understanding of your customers, your markets, and the vulnerabilities of your competitors Increase your success in launching new businesses by six times Christensen's Books: Professor Clayton M. Christensen Professor, Harvard Business School Disruptive Innovation & New Market Growth 12 August 2005, 9.00 a.m. to 5.00 p.m. Palace of the Golden Horses, Kuala Lumpur Professor of International bestsellers The Innovator's Dilemma, The Innovator's Solution and Seeing What's Next. "Disruptive innovation don't attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits - typically, they are simpler, more convenient, and less expensive products that appeal to new or less demanding customers." ABOUT DISRUPTIVE INNOVATION Harvard Business School Professor Clayton M. Christensen has brought great clarity to the management of innovation by developing sound and practical frameworks around the theory of disruptive innovation.Companies of all sizes and life stages can use the disruptive innovation frameworks to find new growth opportunities and increase their odds of success.Christensen draws a distinction between sustaining innovations that bring better products to existing customers and disruptive innovations that offer lower performance along metrics valued by existing customers, but bring new benefits around simplicity, convenience and low prices.Although sustaining innovations are essential to the sustainability of a business and must remain an area of focus, it is in disruptive innovations where the highest-potential growth can be found.The patterns of disruptive innovation have played out in businesses as diverse as steel, airlines, telecommunications, healthcare and personal electronics, where both established and start-up companies have found great growth by pursuing a disruptive strategy. ABOUT THE PROGRAMME This seminar is essential for anyone who wants to identify and capitalise on new high-potential growth opportunities. Find out why: Providing better and better solutions is not always the best path Focusing only on core customers can lead to failure Practicing what is considered good management can leave you vulnerable to disruptive attacks ABOUT PROFESSOR CLAYTON M. CHRISTENSEN Clayton M. Christensen is the Robert and Jane Cizik Professor of Business Administration at the Harvard Business School, with a joint appointment in the Technology & Operations Management and General Management faculty groups. His research and teaching interests center on the management of technological innovation, developing organisational capabilities, and finding new markets for new technologies. Prior to joining the HBS faculty, Christensen served as chairman and president of CPS Corporation, a firm that he cofounded with several MIT professors in 1984 which is now a publicly traded company. CPS is a leading developer of products and manufacturing processes using advanced materials. Christensen holds a B.A. in economics from Brigham Young University and an M.Phil. in economics from Oxford University, where he studied as a Rhodes Scholar. Christensen received an MBA from the Harvard Business School in 1979, graduating as a George F. Baker Scholar. He was awarded a DBA from the Harvard Business School in 1992. Christensen won the Production and Operations Management Society's 1991 William Abernathy Award, presented to the author of the best paper in the management of technology; the Newcomen Society's award for the best paper in business history in 1993; and the 1995 McKinsey Award for the best article published in the Harvard Business Review. Christensen's book, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, received the Global Business Book Award for the best business book published in 1997. He is also author of The Innovator's Solution:Creating and Sustaining Successful Growth, with Michael Raynor, and Seeing What's Next: Using the Theories of Innovation to Predict Industry Change, with Scott Anthony and Erik Roth.