Clayton Christensen Quotes
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If you make that decision, that you'll always follow that rule, then your commitment to do it sinks into your heart, and when you realize the benefits of having integrity time after time, it really changes your heart, not just your head.
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People who have the drive to achieve spend most of their time on what brings them the most tangible, immediate sense of success. Investments in our family only pay off in the very long term.
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People have an idol they want to be like and try to follow what the idols did. But when you do, you find out you're not very successful and you're not very happy. You try to copy these models, and it doesn't yield successful results.
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As a general rule, if you have a product that doesn't get the job done that a customer is needing to get done, then often you have to offer it for zero. Because if you ask for money for it - because if it doesn't do the job well, they won't pay for it.
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We are awash in content that needs to be taught, yet the vast majority of colleges give a large portion of their faculties' salaries to fund research.
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The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people would make decisions that lead to failure.
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A sustaining innovation makes better products that you can sell for better profits to your best customers.
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A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in a tier of the market that is unattractive to the established leaders in an industry.
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One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.
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I wrote my first piece about the disruption of the Harvard Business School in 1999. Because you could see this coming. I haven't yet done the one about the disruption of the Stanford Business School.
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Many of the factors that we think will cause motivation, such as fair pay and a good manager, won't make you love your job. Even if you eliminate what makes you dissatisfied, that doesn't make you motivated. It doesn't make your work rewarding. You just are less bothered by things.
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I brought one big question with me to Harvard. Why do smart companies fail?
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I love my life as a missionary, keeping myself on the front lines. The image in my mind is that God, my general, stands at the door when I go out every morning; and, knowing what the war is like, day after day he gives me his most powerful weapon: his Spirit. For this I am grateful.
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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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You may hate gravity, but gravity doesn't care.
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Colleges would compete by adding professors, enhancing programmes or building nicer facilities. So they competed by making institutions better.
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Funding that is focused on the ability to diagnose diseases precisely will just have inestimable value because that's the gate through which precision medicine has to go. Unless you can diagnose the disease precisely, care has to remain in the hands of expensive institutions and expensive caregivers.
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While I wouldn't say that most entrepreneurs find it easy to get funding, there are certainly more people out there funding technology and healthcare companies than in other areas.
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From my first year on the faculty, there was always so much more I wanted to impart to the students. I decided that, rather than waste the last day of class summarizing the semester, I'd spend my time talking about what I'd learned in life that was useful.
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When considering a career move, consider the most important assumptions that have to prove true and how you can swiftly and inexpensively test if they are valid. Also, remain realistic about the path ahead of you.
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The iPod is a proprietary integrated product, although that is becoming quite modular. You can download your music from Amazon as easily as you can from iTunes. You also see modularity organized around the Android operating system that is growing much faster than the iPhone. So I worry that modularity will do its work on Apple.
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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 we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
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There just isn't anything more invigorating than to read an article or hear about an entrepreneur using the term 'disruptive technology' that makes no reference to me as the source. When it's clear they really got the idea and they use it as if it were in everyday parlance, that's the ultimate triumph.
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To become the kind of person you want to become, you've got to have discipline. It's easier to keep to your standards 100 percent of the time versus 98 percent of the time.