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Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

Clayton Christensen

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Clayton Christensen
Age: 67 †
Born: 1952
Born: April 6
Died: 2020
Died: January 23
Economist
Missionary
Priest
Professor
University Teacher
Writer
Salt Lake City
Utah
Clayton Magleby Christensen
Make
Consistent
Never
Decisions
Tears
Blood
Decision
Become
Aspire
Persons
Invest
Person
Sweat

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I have continued systematically to study the Book of Mormon and Bible to understand even more deeply what God expects of me and my family while on this earth.
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You can't find returns in investments you haven't made.
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There are more than 9,000 billing codes for individual procedures and units of care. But there is not a single billing code for patient adherence or improvement, or for helping patients stay well.
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The path I am trying so hard to follow is in fact the one that God my Father and His Son Jesus Christ want me to pursue. It has brought me deep happiness.
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Purpose must be deliberately conceived and chosen, and then pursued.
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Disruptive innovations create jobs, efficiency innovations destroy them.
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Its actually really important that you succeed at what youre succeeding at, but that isnt going to be the measure of your life.
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Only the general manager can mold the resources, processes, and values that affect innovation , into a coherent capability to develop and launch superior new products and services repeatedly.
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A lot has been written about the Internet bust. From my point of view, it's quite clear the Internet isn't a category the Internet is a technological infrastructure that can be deployed to facilitate a disruptive business model or a sustaining business model.
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Disruption is, at its core, a really powerful idea, but everyone hijacks the idea to do whatever they want now.
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The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.
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There are direct paths to a successful career. But there are plenty of indirect paths, too.
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The best strategy is a balance between having a deliberate one, and a flexible, or emergent strategy.
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How can you make sense of the future when you only have data about the past?
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If you defer investing your time and energy until you see that you need to, chances are it will already be too late.
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Steve Jobs and Apple taught us that profit is not the ultimate goal, but rather a consequence of something greater.
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Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.
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In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
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The outsourcing gurus have been driving the theory, and they are saying everybody ought always to do this. But it is really contingent on where you are on the spectrum from not good enough to more than good enough, relative to each tier of the market.
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Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.
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