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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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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
Toward
Gratification
Study
Immediate
Causes
Root
Business
Endeavor
Find
Offer
Disaster
Predisposition
Roots
Endeavors
Offers
Disasters

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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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...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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Regulatory fiat cannot create a market at a technologically interdependent interface. And by the same token, regulation and so-called monopoly power rarely prevail at modular interfaces between stages of value-added technology.
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Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.
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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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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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If I know what to spec, and I can measure it, and there are no unpredictable interdependencies between what you do and what I must do in response, then an economist would say that is sufficient information for a market to emerge between you and me.
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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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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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Innovation almost always is not successful the first time out. You try something and it doesn't work and it takes confidence to say we haven't failed yet. Ultimately you become commercially successful.
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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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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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Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
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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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Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.
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Because of the disruption phenomenon - technological progress outstripping the ability of customers to utilize it - the general tendency is for the money to migrate toward the subsystems.
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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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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.
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Disruptive innovations create jobs, efficiency innovations destroy them.
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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.
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