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Ultimately, when you come up with a classification scheme that is collectively exhaustive and mutually exclusive, then the theory can become what Kuhn called a paradigm.

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
Theory
Classification
Called
Mutually
Become
Collectively
Come
Scheme
Paradigm
Schemes
Exclusive
Ultimately
Exhaustive

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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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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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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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The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.
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Capitalism has taught us that markets are always more efficient than hierarchical managerial coordination. But in a situation where those three conditions aren't met, I can't outsource or partner with you because markets don't function in the absence of sufficient information.
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Purpose must be deliberately conceived and chosen, and then pursued.
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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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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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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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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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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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Management is the most noble of professions if it's practiced well.
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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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Disruptive innovations create jobs, efficiency innovations destroy them.
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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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