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It turns out that for most people who have chronic diseases with deferred consequences, "improve my financial health" is a much more pervasively experienced job than "maintain my physical health."
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Clayton M. Christensen |
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As you go through your career, you will begin to find the areas of work you love and in which you will shine; you will, hopefully, find a field where you can maximize the motivators and satisfy the hygiene factors. But it's rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What's im..
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Clayton M. Christensen |
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Disruptive innovations, in contrast, don't attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits--typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3
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Clayton M. Christensen |
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cc2a320
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In the words of Andy Grove: "To understand a company's strategy, look at what they actually do rather than what they say they will do.".... Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources - which include personal time, energy, talent and wealth - and we are using them to try to grow several "businesses" in our personal lives... How should we devote our resources to these pursuits..
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Clayton M. Christensen |
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Necessity remains the mother of invention.
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Clayton M. Christensen |
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My purpose in writing this book is simply to offer my witness that being a member missionary can be a source of deep happiness. It need not be hard. You will pull wonderful friends into your life because they will be able to feel your love for them when you invite them to learn more about their Heavenly Father. And every time you take someone figuratively by the hand and introduce him or her to Jesus Christ, you will feel how deeply our Sav..
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Clayton M. Christensen |
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6d23bcb
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cost reductions meant survival, but not profitability,
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Clayton M. Christensen |
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Competitiveness is far more about doing what customers value than doing what you think you're good at. And
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Clayton M. Christensen |
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this is a serious development for our medical training establishment is that a host of technological enablers will fuel the disruption of specialists by primary care physicians in the future.
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Clayton M. Christensen |
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0fdb0b9
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Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.
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Clayton M. Christensen |
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a07833f
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if our ward and stake leaders were to focus on leading their members to share the gospel, many of the other problems that fester in our hearts and homes, and in our wards and stakes, would resolve themselves through the blessings that come from accepting the call that God has given each of us to be missionaries.
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Clayton M. Christensen |
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fb90f8b
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Sound managerial decisions are at the very root of their impending fall from industry leadership.
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Clayton M. Christensen |
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0cf7245
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But was the Newton a failure? The timing of Newton's entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton's sales should have been a pleasant surprise to Apple's executives: It outsold the Apple II in its first two years by a factor of mor..
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Clayton M. Christensen |
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Here's one example to illustrate the point. When a smoker takes a cigarette break, on one level he's simply seeking the nicotine his body craves. That's the functional dimension. But that's not all that's going on. He's hiring cigarettes for the emotional benefit of calming him down, relaxing him. And if he works in a typical office building, he's forced to go outside to a designated smoking area. But that choice is social, too--he can take..
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Clayton M. Christensen |
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3dd3a79
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Much of the ability to create and maintain valuable brands, as a consequence, has migrated away from the product and to the channel because, for the present, it is the channel that addresses the piece of added value that is not yet good enough.
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Clayton M. Christensen |
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7f3f0c7
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American Girl dolls are nice. But they aren't amazing. In recent years Toys" R" Us, Walmart, and even Disney have all tried to challenge American Girl's success with similar dolls (Journey Girls, My Life, and Princess & Me)--at a fraction of the price--but to date, no one has made a dent. American Girl is able to command a premium price because it's not really selling dolls. It's selling an experience. When you see a company that has a prod..
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Clayton M. Christensen |
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But if anyone believes that he is working harder but is being paid less than another person, it would be like transplanting cancer into this company.
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Clayton M. Christensen |
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With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms' managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.
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Clayton M. Christensen |
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Keeping high-volume procedures within general hospitals allows hospitals to subsidize the unique, low-volume specialized capabilities that are so central to the value proposition of their solution shops- being able to diagnose and embark on a therapy for anything that might be wrong.
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Clayton M. Christensen |
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Focus is scary--until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.
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Clayton M. Christensen |
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16fc036
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An organization's capabilities reside in two places. The first is in its processes--the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions.
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Clayton M. Christensen |
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c088183
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Creating the right experiences and then integrating around them to solve a job, is critical for competitive advantage. That's because while it may be easy for competitors to copy products, it's difficult for them to copy experiences that are well integrated into your company's processes. But to do all this well takes a holistic
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Clayton M. Christensen |
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81d2c84
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Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use. There
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Clayton M. Christensen |
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04dc500
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The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don't know how to think different. It isn't something that they learn within their company, and it certainly isn't something they are taught in business school. Business schools teach..
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Clayton M. Christensen |
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fcb25e0
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the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for "an answer" to get beyond the wings-and-feathers mind-set of copying the attributes of successful companies."
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Clayton M. Christensen |
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Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business's success.
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Clayton M. Christensen |
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7d19d69
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What are the assumptions that have to prove true in order for me to be able to succeed in this assignment?
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Clayton M. Christensen |
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When my invitation centered on how the Church would interest them, Tom wasn't interested. But when I asked for help, Tom said, "Sure." He and his wife have become wonderful members of our ward."
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Clayton M. Christensen |
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The theory of motivation suggests you need to ask yourself a different set of questions than most of us are used to asking. Is this work meaningful to me? Is this job going to give me a chance to develop? Am I going to learn new things? Will I have an opportunity for recognition and achievement? Am I going to be given responsibility? These are the things that will truly motivate you. Once you get this right, the more measurable aspects of y..
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Clayton M. Christensen |
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We adhere to the saying, "if it ain't broke, don't fix it," while not really questioning whether "it" is "broke."
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Clayton M. Christensen |
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They must be plans for learning rather than plans for implementation.
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Clayton M. Christensen |
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Toyota wasn't really worried that it would give away its "secret sauce." Toyota's competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR's This American Life that he realized that there were no special secrets to see on the manufacturing floors. "You know, they never prohibited us from walking through the plant, ..
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Clayton M. Christensen |
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venture
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Clayton M. Christensen |
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ccb6a1d
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Rita G. McGrath and Ian C. MacMillan, "Discovery-Driven Planning," Harvard Business Review, July-August, 1995, 4-12."
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Clayton M. Christensen |
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a854d1d
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This may sound counterintuitive, but I deeply believe that the path to happiness in a relationship is not just about finding someone who you think is going to make you happy. Rather, the reverse is equally true: the path to happiness is about finding someone who you want to make happy, someone whose happiness is worth devoting yourself to.
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Clayton M. Christensen |
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One of the best ways to probe whether you can trust the advice that a theory is offering you is to look for anomalies--something that the theory cannot explain
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Clayton M. Christensen |
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7c063f0
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The danger for high-achieving people is that they'll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments.
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Clayton M. Christensen |
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c9fa695
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Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business's success.12 Entrepreneurs rarely get their strategies exactly right the first time. The successful ones make it because they have money left over to try again after they learn that their initial strategy was flawed, whereas the fa..
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Clayton M. Christensen |
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Given that aim, technology, as used in this book, means the processes by which an organization transforms labor, capital, materials, and information into products and services of greater value.
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Clayton M. Christensen |
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d39050e
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Professor Amar Bhide showed in his Origin and Evolution of New Business that 93 percent of all companies that ultimately become successful had to abandon their original strategy--because the original plan proved not to be viable.
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Clayton M. Christensen |
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6776b00
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It's impossible to have a meaningful conversation about happiness without understanding what makes each of us tick. When we find ourselves stuck in unhappy careers--and even unhappy lives--it is often the result of a fundamental misunderstanding of what really motivates us.
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Clayton M. Christensen |
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ef2c3ca
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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.
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Clayton M. Christensen |
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1d3b687
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One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses..
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Clayton M. Christensen |
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e35b1e2
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In fact, you'll often see the same sobering pattern when looking at the personal lives of many ambitious people. Though they may believe that their family is deeply important to them, they actually allocate fewer and fewer resources to the things they would say matter most.
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Clayton M. Christensen |