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By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.
Clayton Christensen -
I had a horrible heart attack and still have symptoms of that sometimes. Then cancer, which is in remission. But the stroke is the hardest thing because I just lost my ability to speak and to write.
Clayton Christensen
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Things happen to us in unpredictable ways, but the effect that that has on the kind of people who we become actually is not only open to chance - we can influence it in pretty profound ways.
Clayton Christensen -
In organizations, once you articulate how success will be measured, everybody tries to game the system so that they are measured in the best possible way.
Clayton Christensen -
Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
Clayton Christensen -
Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.
Clayton Christensen