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

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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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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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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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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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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.
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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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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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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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The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way weve taught managers to make decisions and consultants to analyze problems condemns them to taking action when its too late.
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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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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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Steve Jobs and Apple taught us that profit is not the ultimate goal, but rather a consequence of something greater.
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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.
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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't find returns in investments you haven't made.
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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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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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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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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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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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