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It's easier to hold your principles 100 percent of the time than it is to hold them 98 percent of the time.
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Clayton M. Christensen |
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Intimate, loving, and enduring relationships with our family and close friends will be among the sources of the deepest joy in our lives.
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Clayton M. Christensen |
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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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Clayton M. Christensen |
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In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That's a dangerous way to build a strategy.
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Clayton M. Christensen |
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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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resource-allocation
planning
strategy
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Clayton M. Christensen |
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I had thought the destination was what was important, but it turned out it was the journey.
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Clayton M. Christensen |
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In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder.
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Clayton M. Christensen |
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I used to think that if you cared for other people, you need to study sociology or something like it. But....I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person's work so that, at the end of every day, your employe..
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Clayton M. Christensen |
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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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Clayton M. Christensen |
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Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.
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Clayton M. Christensen |
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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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patients
wellness
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Clayton M. Christensen |
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As I look back on my own life, I recognize that some of the greatest gifts I received from my parents stemmed not from what they did for me--but rather from what they didn't do for me. One such example: my mother never mended my clothes. I remember going to her when I was in the early grades of elementary school, with holes in both socks of my favorite pair. My mom had just had her sixth child and was deeply involved in our church activitie..
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Clayton M. Christensen |
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The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. --Steve Jobs
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Clayton M. Christensen |
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In contrast, investing time and energy in your relationship with your spouse and children typically doesn't offer that same immediate sense of achievement. Kids misbehave every day. It's really not until 20 years down the road that you can put your hands on your hips and say, "I raised a good son or a good daughter." You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn't seem as if things are deteriorating..
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Clayton M. Christensen |
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Disruptive technologies typically enable new markets to emerge.
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Clayton M. Christensen |
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the only metrics that will truly matter to my life are the individuals whom I have been able to help, one by one, to become better people.
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Clayton M. Christensen |
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The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-q..
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Clayton M. Christensen |
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In fact, how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.
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Clayton M. Christensen |
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People don't want to buy a quarter-inch drill. They want a quarter-inch hole.
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Clayton M. Christensen |
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Indeed, while experiences and information can be good teachers, there are many times in life where we simply cannot afford to learn on the job. You don't want to have to go through multiple marriages to learn how to be a good spouse. Or wait until your last child has grown to master parenthood. This is why theory can be so valuable: it can explain
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Clayton M. Christensen |
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Resources are what he uses to do it, processes are how he does it, and priorities are why he does it.
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Clayton M. Christensen |
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disruptive technology should be framed as a marketing challenge, not a technological one.
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Clayton M. Christensen |
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New products succeed not because of the features and functionality they offer but because of the experiences they enable. If
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Clayton M. Christensen |
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Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people-resources. In this circumstance, it would be risky to draft someone with no experience to do the job-because in the absence ..
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Clayton M. Christensen |
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To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.
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Clayton M. Christensen |
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First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms' most profitable customers generally don't want, and indeed initially can't use, products based on disruptive technologies.
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Clayton M. Christensen |
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One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.
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health-care
medicare
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Clayton M. Christensen |
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I genuinely believe that relationships with family and close friends are one of the greatest sources of happiness in life. It sounds simple, but like any important investment, these relationships need consistent attention and care. But there are two forces that will be constantly working against this happening. First, you'll be routinely tempted to invest your resources elsewhere--in things that will provide you with a more immediate payoff..
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Clayton M. Christensen |
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When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.
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Clayton M. Christensen |
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In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder. There's an old saying: find a job that you love and you'll never work a day in your life.
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Clayton M. Christensen |
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you perfect results. What I can promise you is that you won't get it right if you don't commit to keep trying.
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Clayton M. Christensen |
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In our lives and in our careers, whether we are aware of it or not, we are constantly navigating a path by deciding between our deliberate strategies and the unanticipated alternatives that emerge.
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Clayton M. Christensen |
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The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.
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Clayton M. Christensen |
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Many blessings and friendships have come into our lives from our trying to share the gospel. But this blessing has been one of the best: Having the missionaries regularly help us as a family teach the gospel to new and old friends through the power of the Holy Ghost has profoundly affected the faith of our five children and brought the Spirit of God into our home.
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Clayton M. Christensen |
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the best way to get a good idea is to get a lot of ideas.
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Clayton M. Christensen |
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the only way to do great work is to love what you do.
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Clayton M. Christensen |
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successful companies don't succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy--which is usually wrong. The
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Clayton M. Christensen |
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None of that data, however, actually tells you why customers make the choices that they do.
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Clayton M. Christensen |
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When I have my interview with God, our conversation will focus on the individuals whose self-esteem I was able to strengthen, whose faith I was able to reinforce, and whose discomfort I was able to assuage--a doer of good, regardless of what assignment I had. These are the metrics that matter in measuring my life.
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Clayton M. Christensen |
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recent IBM poll of fifteen hundred CEOs identified creativity as the number-one "leadership competency" of the future."
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Clayton M. Christensen |
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Culture is a way of working together toward common goals that have been followed so frequently and so successfully that people don't even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful.
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Clayton M. Christensen |
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Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.
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Clayton M. Christensen |
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Data is always an abstraction of reality based on underlying assumptions as to how to categorize the unstructured phenomena of the real world.
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Clayton M. Christensen |
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This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
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Clayton M. Christensen |