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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 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 only useful information about the market will be what I create through expeditions into the market, through testing and probing, trial and error, by selling real products to real people who pay real money.
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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.
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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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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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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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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.
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How can you make sense of the future when you only have data about the past?
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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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You can't find returns in investments you haven't made.
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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.
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The answer is the disruptive innovator, an outsider, who creates a product or service for the non-existing consumer in a non-existing market for almost no profit.
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If the theory accurately predicts what they [scientists] see, it confirms that it's a good theory. If they see something that the theory didn't lead them to believe, that's what Thomas Kuhn calls an anomaly. The anomaly requires a revised theory - and you just keep going through the cycle, making a better theory.
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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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Disruptive innovations create jobs, efficiency innovations destroy them.
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Questions are places in your mind where answers fit. If you haven't asked the question, the answer has nowhere to go. It hits your mind and bounces right off. You have to ask the question - you have to want to know - in order to open up the space for the answer to fit.
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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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Innovation simply isn't as unpredictable as many people think. There isn't a cookbook yet, but we're getting there.
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The transformation at the corporate level was achieved by selling off business units in old markets and by creating new business units to pursue the new opportunities. But the individual business units themselves within those transformed corporations were almost inert to change.
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Because we employ no professional preachers, it means that every sermon or lesson in church is given by a regular member - women and men, children and grandparents.
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