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Steve Jobs and Apple taught us that profit is not the ultimate goal, but rather a consequence of something greater.

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
Ultimate
Taught
Greater
Steve
Goal
Apple
Rather
Apples
Jobs
Entrepreneur
Something
Profit
Consequence

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There are direct paths to a successful career. But there are plenty of indirect paths, too.
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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.
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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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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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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.
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I have been blessed to see visions of eternity and events in my future that have been important for me to foresee, have been revealed to me.
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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.
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The innovations are far more important because the technology itself has now way to impact the world for good until it's embedded in the business model. Innovation it's the combination of the simplifying technology and the business model.
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An innovation will get traction only if it helps people get something that they're already doing in their lives done better.
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Ultimately, when you come up with a classification scheme that is collectively exhaustive and mutually exclusive, then the theory can become what Kuhn called a paradigm.
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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.
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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 the study of management, unfortunately, many writers have been so anxious to articulate a theory in the form of, If you do this, this will result, that they never go through this careful effort.
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How can you make sense of the future when you only have data about the past?
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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.
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But actually theory is very practical. Gravity is a theory, for example. It allows you to predict that if you step off a cliff you will fall you don't have to collect data on that.
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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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Purpose must be deliberately conceived and chosen, and then pursued.
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I've concluded that the metric by which God will assess my life isn't dollars, but the individual people whose lives I've touched. I think that's the way it will work for us all. Don't worry about the level of individual prominence you have achieved worry about the individuals you have helped become better people.
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