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Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.

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
Think
Thinking
Categories
Businesses
Consumers
Terms
Term
Needs

More quotes by Clayton Christensen

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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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Purpose must be deliberately conceived and chosen, and then pursued.
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We don't hire ministers or priests to teach and care for us. This forces us to teach and care for each other - and in my view, this is the core of Christian living as Christ taught it.
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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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There are direct paths to a successful career. But there are plenty of indirect paths, too.
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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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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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Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.
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I have been blessed to see visions of eternity and events in my future that have been important for me to foresee, have been revealed to me.
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History is littered with great firms that got killed by disruption. Of course, the personal computer, a technology that first took root as a toy, got Digital Equipment Corporation. Kodak missed the boat for a long time on digital imaging. Sony was slow to get MP3 technology. Microsoft doesn't know what to do with open source software. And so on.
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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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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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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 innovations are far more important because the technology itself has now way to impact the world for good until it's embedded in the business model. Innovation it's the combination of the simplifying technology and the business model.
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Management is the most noble of professions if it's practiced well.
Clayton Christensen
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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.
Clayton Christensen
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There needs to be conviction and action behind rules.
Clayton Christensen
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We decided that humility was defined not by self-deprecating behavior or attitudes but by the esteem with which you regard others... Generally, you can be humble only if you feel really good about yourself - and you want to help those around you feel really good about themselves, too.
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Disruptive innovations create jobs, efficiency innovations destroy them.
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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.
Clayton Christensen