Innovation drives the markets and creates cycles of consumer demand. No business can stay alive without competitive innovation, but it takes more than just a new player in town to disrupt a market. We ...

His answer surprised me: “I don’t know how, I just know how to describe it.” Christensen described it well. He shared compelling examples. He argued that companies, and entire industries, can be ...

Yesterday I had the opportunity to testify before the Senate Health, Education, Labor, and Pensions Committee about the reauthorization of the Higher Education Act to explore the barriers to and ...

As innovators mature they realize that innovation for its own sake is less important than creating a portfolio of innovation outcomes. The biggest challenge many face in this regard is the balance ...

Judging by the headlines in our various trade publications, whatever higher education’s next chapter looks like, it must be innovative — OR ELSE. Judging by the headlines in our various trade ...

Plastic plays a critical role in virtually all industries, from agriculture and construction to healthcare and manufacturing. Time magazine has called plastic one of the four materials (along with ...

A recent study and accompanying news story in the preeminent journal Nature provocatively concludes that disruptive innovation in science has dramatically and mysteriously declined 90% since 1945. The ...

Michael E. Raynor, who collaborated with Clayton Christensen on the development of the theory of disruptive innovation, extends its use to predict the future, better understand the past, and prosper ...

This article was originally published on ETFTrends.com. ETF investors seeking to capitalize on the big investment opportunities resulting from a rapidly developing world can look to some disruptive ...

Throughout any given year, the National Academies convene hundreds of conferences, workshops, symposia, forums, roundtables, and other gatherings that attract the finest minds in academia and the ...

Disruptive innovations create new value, so users can achieve better results and, in many cases, more functionality. These innovations may be new applications or may replace traditional methods and ...

Twenty years after the introduction of the theory, we revisit what it does—and doesn’t—explain. by Clayton M. Christensen, Michael E. Raynor and Rory McDonald Please enjoy this HBR Classic. Clayton M.