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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.

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
Going
Really
Life
Succeeding
Measure
Succeed
Actually
Important

More quotes by Clayton Christensen

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There's usually some process by which a potentially great idea gets prostituted into something lacklustre, or by which the wrong idea gets put forward.
Clayton Christensen
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One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.
Clayton Christensen
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Innovation simply isn't as unpredictable as many people think. There isn't a cookbook yet, but we're getting there.
Clayton Christensen
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There are other dimensions of biotechnology. If you think of biotechnology like the Internet, it's not a category - it's an infrastructure that can be deployed to sustain or disrupt. In health care, the most complex problems at the high end have to be dealt with in a problem-solving mode by the best, most experienced physicians you can find.
Clayton Christensen
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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.
Clayton Christensen
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Disruption is, at its core, a really powerful idea, but everyone hijacks the idea to do whatever they want now.
Clayton Christensen
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Whenever we have thanked these men and women for what they have done for us, without exception they have expressed gratitude for having the chance to help - because they grew as they served.
Clayton Christensen
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...it's easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.
Clayton Christensen
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Often they [writers on the study of management] have a point of view based upon intuition and experience. They then offer a cadence of two-paragraph examples carefully selected to prove their theory, and then they write one size fits all books. The message is, If you'd do what these companies did, you'd be successful too.
Clayton Christensen
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When product performance outstrips the ability of customers to use that performance in an industry, the competitive game changes. Under those circumstances you have to decouple components businesses from assembly businesses.
Clayton Christensen
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If you study the root causes of business disasters, over and over you'll find this predisposition toward endeavors that offer immediate gratification.
Clayton Christensen
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There needs to be conviction and action behind rules.
Clayton Christensen
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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.
Clayton Christensen
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Don't worry about the level of individual prominence you have achieved worry about the individuals you have helped become better people.
Clayton Christensen
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You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.
Clayton Christensen
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Disruptive innovations create jobs, efficiency innovations destroy them.
Clayton Christensen
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Every time you take someone figuratively by the hand and introduce him or her to Jesus Christ, you will feel how deeply our Savior loves you and loves the person whose hand is in yours.
Clayton Christensen
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The best strategy is a balance between having a deliberate one, and a flexible, or emergent strategy.
Clayton Christensen
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Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information.
Clayton Christensen
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If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.
Clayton Christensen