1. business and industrial

HBX Disruptive Strategy with
Clay Christensen
Clayton Christensen, Professor at Harvard Business School, is regarded as one of
the world’s top experts on disruption, innovation, growth, and strategy. He has twice
been named the world’s most influential business thinker. To reach business leaders
everywhere and at scale, Clay stepped out of the classroom at Harvard Business
School to create HBX Disruptive Strategy.
This high-impact online course incorporates short video lectures,
HBS-style case studies, and active learning. You experience the
course in a private cohort with your colleagues, so you will learn
from Clay—and debate with your coworkers—how to frame your
own challenges and grow your business.
Flexible
Scalable
High-Impact
Complete course modules online
at your own pace, whenever and
wherever it’s convenient for you
Choose the course length and start
date that works best for you and your
organization
Elevate strategic thinking across your
team and across all levels in your
organization globally
Build a common language and shared
understanding
Learn to use Clay’s frameworks to
tackle your most pressing strategic
challenges for real business impact
Experience active, case-based
learning online with your colleagues
The online delivery made it easy to
fit Disruptive Strategy into my hectic
schedule.
Disruptive Strategy provides straightforward frameworks and common
vocabulary to use with my team
and colleagues for addressing the
challenges that we face.
Disruptive Strategy has changed
the way I look after our business
in Europe.
For more information, contact the HBX Disruptive Strategy Course Team at HBXDisruptiveStrategy@hbs.edu or 617-495-6520
© Copyright 2014. President and Fellow of Harvard College. All Rights Reserved.
LEARN
PRACTICE
APPLY
Learn the concepts from Clay in
short, high-impact video segments
Practice the concepts in HBSstyle case studies
Learn foundational frameworks
that help you see your business
more clearly
Step into the CEO’s shoes to
practice frameworks for strategic
decision making
Apply Clay’s frameworks to answer
the real questions you face in your
business today
Adopt a common language for
discussions around strategy,
growth, and innovation
Relate case protagonist’s
experiences and learnings back
to your own business
INTRODUCTORY MODULE (1-2 HOURS)
EXAMPLE: INTEL
Lenses on the
World
Learn how Clay helped Intel Chairman
Andy Grove confront a disruptive
threat by showing him how to think
and not what to think.
MODULE 2 (2-3 HOURS)
CASE STUDY: WR HAMBRECHT / GOOGLE
Innovation and
Disruption
Should Bill Hambrecht compete to
underwrite the Google IPO, which
would require a sustaining business
model, or should his firm stick to a
disruptive model, focusing on smaller,
low-end IPOs?
MODULE 3 (2-3 HOURS)
CASE STUDY: WALT DISNEY THEME PARKS
Jobs to be
Done
Disney’s California Adventure park
opened to less-than-glowing reviews
and attendance well below projections.
What should CEO Bob Iger do to better
connect with customer jobs to be done
and turn the park around?
MODULE 4 (2-3 HOURS)
CASE STUDY: NYPRO
Organizing for
Innovation
Nypro CEO Gordon Lankton wants to
introduce a disruptive new technology
with high growth potential into his
organization. How should he implement
the technology so that it will flourish,
rather than be killed by those on his team
trying to protect the “core” business?
Surface insights for how you can
sustain your core business while
simultaneously creating new growth
Discuss and debate with your
colleagues in team huddles how the
concepts apply to your business
KEY TAKEAWAYS
Adopt a strategic mindset
Articulate your strategic questions
Ground your thinking in predictive
frameworks
KEY TAKEAWAYS
Identify the three types of innovation
and disruption and predict when
they will happen
Harness disruption and position your
business for new growth
1-HOUR
TEAM
HUDDLE
KEY TAKEAWAYS
Focus on the “jobs” customers
actually “hire” your product to do
Achieve differentiation, better
margins, and avoid disruption
1-HOUR
TEAM
HUDDLE
KEY TAKEAWAYS
Identify what your organization can
do and cannot do
Align your resources, processes,
and profit formula to develop an
innovative culture and position your
business for growth
For more information, contact the HBX Disruptive Strategy Course Team at HBXDisruptiveStrategy@hbs.edu or 617-495-6520
© Copyright 2014. President and Fellow of Harvard College. All Rights Reserved.
1-HOUR
TEAM
HUDDLE
1-HOUR
TEAM
HUDDLE