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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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Disruption is, at its core, a really powerful idea, but everyone hijacks the idea to do whatever they want now.
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There needs to be conviction and action behind rules.
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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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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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People still cling to this belief that innovation is just random and unpredictable. But if you look closely, there are some real patterns. The companies that recognize and take advantage of those patterns have the real opportunity to create competitive advantage.
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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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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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Purpose must be deliberately conceived and chosen, and then pursued.
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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.
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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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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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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.
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You can't find returns in investments you haven't made.
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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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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 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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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.
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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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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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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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