The consulting firm McKinsey has helped its clients navigate disruption in a wide range of industries.
But what can we learn from how McKinsey itself responded to disruption in the management consulting industry in the early 2000s? In this episode, the originator of disruptive innovation, the late Harvard Business School professor Clay Christensen joins former McKinsey managing partner Dominic Barton to break down how the firm shifted its internal strategy to prioritize flexibility and efficiency. Some of the market conditions have shifted since then, but the insights about managing change and internal culture remain as helpful as ever. And just a note—we recorded one of the guests by phone. While the audio quality is not great, the conversation is. I think you’ll enjoy it. Here it is.from Harvard Business Review. I’m Amy Bernstein, and I’m here today with Clayton Christensen, professor of Business Administration at Harvard Business School, and co-author of Consultants on the Cusp of Disruption, a feature in the October issue of HBR. Joining us on the phone is Dominic Barton, Global Managing Director of McKinsey and Company. Dom, Clay, thanks for being here today.AMY BERNSTEIN: Clay, you’ve documented the phenomenon of disruption for years across numerous industries, probably most famously in the steel business
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