Nissan Motor Company Ltd.: Tsunami waves in excess of 40 meters high traveled up to 10 kilometers inland and three nuclear reactors at Fukushima Dai-ichi experienced Level 7 meltdowns. The impact of this combined disaster was devastating, with over 25, people dead, missing or injured.
The book apparently came from a graduation speech at HBS in there are similarities to Steve Jobs' graduation exhortationwhich the Harvard Business Review turned into an articleand then Christensen and his co-authors -- Dillon was the editor of HBR -- turned it into a book.
Suddenly, Christensen seems to be everywhere. The New Yorker, in its May 14 issue, ran a long, adulatory profile of Christensen that discussed at length his work on technological disruption from his earlier book " The Innovator's Dilemma "while weaving in the relevant aspects of his life: Why so panting a treatment of a business professor?
Well, clearly the book, which the magazine got around to at the end of its piece, motivated the profile. The New Yorker attitude would establish a pattern: What a great guy!
What a great teacher! Christensen even appeared on Charlie Rose. In all of this, Christensen expertly manages to tell the same essential set of stories: How he was struck by how many of his students later in life seemed unhappy, adrift or worse Enron's Jeff Skilling, who attended HBS with Christensen, ended up in jail.
And how he realized how lessons from his own life, and his own management ideas, could help make folks happier, notably how theories of causation, extrapolated from business problems, could be applied to -- in his own word -- happiness.
In a review embedded in an admiring profile, it called Christensen a cross between "Peter Drucker and Mitch Albom," the sportswriter and author of the inspirational bestseller, Tuesdays with Morrie. A number of reviews struggled to rescue the book from Albomesque self-helpery: Anthony offers up three secrets: I have no doubt some of this is true.
Christensen may well be an inspiring teacher and fine father and husband -- he seems, despite his health issues, a naturally sunny guy, but then he is a longtime Harvard professor who's not digging ditches for a living, and, frankly, the shining virtues of his own family and friends get to be annoying.
The book in itself is pithy, easy to read and insistently upbeat. The "research" Christensen talks about includes a scattering of famous papers and a number of case studies: The lessons of these cases, which get packaged into bite-sized "theories," are then applied to problems of life: While some of the cases are interesting -- a number come from Christensen's own work on innovation -- the application to life tends to be pretty obvious: Be consistent, don't work just for the bucks, try to understand what your spouse needs, think of others.
Why should we care? Well, Christensen is a big deal in management guru circles, and HBS is, of course, one of corporate America's most elite professional schools.
Beneath the homilies and heartfelt sentiments, Christensen et. Despite Christensen's argument about causality, much of what he's really getting at has overtones of his own strong religious faith.
He's quite explicit about that. He tells Rose that he and his co-authors conducted "deep individual studies" to generate the theories of causation. There's no sign of that in the book. Then, just like Jesus in the New Testament, they tried to "communicate it with stories," many, he admits, from his own life.
Rose asks him about Skilling.
Christensen insists that Skilling "never intended to end up where he ended up," which is clearly true -- who would plan to go to jail? He then veers to his own life.
He won a Rhodes Scholarship, went to Oxford and played basketball. The championship game, he says, was scheduled for Sunday, forbidden to him under the Mormon rules for the Sabbath. After some hesitance, he prayed to "tell God that he had decided to play," and then heard a voice tell him that he knew the answer already.
Later he saw this as a watershed moment. Christensen's conclusion from that story "is that it's easier to keep your standards percent of the time than it is 98 percent of the time.
Christensen adds that he doesn't believe you can teach "the contents of ethics" at a business school.
But you teach the practice of setting standards and keeping them. But why is he confident of that? There is a "content of ethics" that belongs to various religious and ethical traditions. But ethics, as a philosophical subject, is less about the practice of specific acts and rituals and more about the difficulties of anchoring ethical and moral acts in some certainty.Election of SAE Board Members The SAE International Executive Nominating Committee encourages all voting members to elect new SAE Board Members; all were selected in accordance to SAE’s governance guidelines.
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Achieve Liberty, Prosperity, and Vitality for All and Ultimately Help Us. Spread Beyond Our Cradle Planet Earth. At the Institute, he supervises student international business plan projects.
He has published eight articles in The Harvard Business Review on subjects ranging from global industrial competition to fast operating cycles to leading-edge management practices to industrial competition .
Nissan had an earthquake emergency-response plan in place well in advance of the earthquake, which was described in its annual report (Exhibit 4). 22 The principles of Nissan's emergency-response plan included a priority on human life, prevention of follow-on disasters, rapid disaster recovery and business continuity, and support for.