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 ...

As clinical research evolves, disruptive trial designs are reshaping how oncology advances. By integrating novel ...

Today’s pace of technology innovation suggests there will be many more instances where established companies face risk from a ...

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 ...

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 ...

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 ...

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 ...

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 ...

Want different results? Start by asking different questions — and rethink strategy as a sprint, not a marathon.

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.