Chapter Three. Creating Capabilities to Execute the Blueprint
“Many innovations fail . . . because the responsibility to build these businesses is given to organizational units that aren’t capable of succeeding . . . the very capabilities that propel an organization to succeed in sustaining circumstances will systematically bungle the best ideas for disruptive growth. An organization’s capabilities become its disabilities when disruption is afoot.” | ||
| --CLAYTON CHRISTENSEN AND STEPHEN KAUFMAN[1] | ||
Several years back, I witnessed a heated conversation between a newly appointed GM who was the head of U.S. retail operations and his vice president of HR:
GENERAL MANAGER: “We hire hundreds of thousands of new employees every year, yet we use no selection ...
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