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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.

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
Tendencies
Customers
Toward
Migrate
General
Utilize
Progress
Disruption
Ability
Technological
Money
Tendency
Phenomenon

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Regulatory fiat cannot create a market at a technologically interdependent interface. And by the same token, regulation and so-called monopoly power rarely prevail at modular interfaces between stages of value-added technology.
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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.
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There needs to be conviction and action behind rules.
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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 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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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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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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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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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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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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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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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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Purpose must be deliberately conceived and chosen, and then pursued.
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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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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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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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How can you make sense of the future when you only have data about the past?
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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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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.
Clayton Christensen