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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.
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
Industry
Businesses
Game
Performance
Games
Customers
Ability
Product
Use
Performances
Outstrips
Changes
Assembly
Products
Components
Circumstances
Competitive
More quotes by Clayton Christensen
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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Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.
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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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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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How can you make sense of the future when you only have data about the past?
Clayton Christensen
Its actually really important that you succeed at what youre succeeding at, but that isnt going to be the measure of your life.
Clayton Christensen
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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Because of the disruption phenomenon - technological progress outstripping the ability of customers to utilize it - the general tendency is for the money to migrate toward the subsystems.
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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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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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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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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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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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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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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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Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.
Clayton Christensen
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.
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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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Don't worry about the level of individual prominence you have achieved worry about the individuals you have helped become better people.
Clayton Christensen
