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The best strategy is a balance between having a deliberate one, and a flexible, or emergent strategy.

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
Strategy
Balance
Best
Emergent
Deliberate
Flexible

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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 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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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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In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
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How can you make sense of the future when you only have data about the past?
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Purpose must be deliberately conceived and chosen, and then pursued.
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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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Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.
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One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.
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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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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 continued systematically to study the Book of Mormon and Bible to understand even more deeply what God expects of me and my family while on this earth.
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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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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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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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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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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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To prop up the stock price, managers have to turn down the screws on everybody. That forces them to cancel all the projects that would lead to future growth in order to drop money to the bottom line. This is HP's dilemma today. Once a company's growth has stopped, the game as we have known it is over. It's a scary thing.
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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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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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