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

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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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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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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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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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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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Because we employ no professional preachers, it means that every sermon or lesson in church is given by a regular member - women and men, children and grandparents.
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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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If you defer investing your time and energy until you see that you need to, chances are it will already be too late.
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Disruption is, at its core, a really powerful idea, but everyone hijacks the idea to do whatever they want now.
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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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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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Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.
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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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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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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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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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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.
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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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People still cling to this belief that innovation is just random and unpredictable. But if you look closely, there are some real patterns. The companies that recognize and take advantage of those patterns have the real opportunity to create competitive advantage.
Clayton Christensen
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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.
Clayton Christensen