Post by account_disabled on Jan 14, 2024 4:53:44 GMT
A picture of the future. They believe that taking action in the face of uncertainty is riskier than taking no action. They argue that shareholders won't invest in something new if it puts current returns at risk. Anthony debunks these lies on this week's show and provides leaders with a three-point starter kit to overcome them. Subscribe to the podcast via the subscribe drop-down menu above, or the Three Essentials podcast. Transcript Scott Anthony: If you listen to your best, most demanding, most profitable customers, when disruption comes, they often lead you astray because disruption is about doing things differently. The data you see reports what happened in the past, and the data lies to you.
The data tells you that everything is good until it's bad. If you really want to change your organization, the transformation has to start with you. Paul Michelman: I'm Paul Michelman, and these are three takeaways from MIT Sloan Management Review. Each episode, we discuss a topic that Email Lists Database leaders need to focus on right now and leave you with three key takeaways for you and your organization. This is the first of a special three-part series in which we will focus on ideas related to. Christensen, who died of complications from cancer this month, was the architect of one of the most influential management concepts of the past few years: disruptive innovation.
Today, we look at the lies leaders tell themselves about disruption. Scott Anthony: You'd think there's nothing a leader hasn't learned, because ever since Christiansen was Since the idea was first proposed years ago, it has been torn apart in every way possible. But the dilemma of disruption remains. Despite this, people continue to fall into what Clay calls the Innovator's Dilemma. I think the most fundamental thing we haven't learned yet is, what does it really take as a leader to fully recognize the threat of disruption and to adequately respond to it? Paul Michelman.
The data tells you that everything is good until it's bad. If you really want to change your organization, the transformation has to start with you. Paul Michelman: I'm Paul Michelman, and these are three takeaways from MIT Sloan Management Review. Each episode, we discuss a topic that Email Lists Database leaders need to focus on right now and leave you with three key takeaways for you and your organization. This is the first of a special three-part series in which we will focus on ideas related to. Christensen, who died of complications from cancer this month, was the architect of one of the most influential management concepts of the past few years: disruptive innovation.
Today, we look at the lies leaders tell themselves about disruption. Scott Anthony: You'd think there's nothing a leader hasn't learned, because ever since Christiansen was Since the idea was first proposed years ago, it has been torn apart in every way possible. But the dilemma of disruption remains. Despite this, people continue to fall into what Clay calls the Innovator's Dilemma. I think the most fundamental thing we haven't learned yet is, what does it really take as a leader to fully recognize the threat of disruption and to adequately respond to it? Paul Michelman.