Clayton Christensen
Clayton Christensen
Clayton M. Christensenis an American scholar, educator, author, business consultant, and religious leader who currently serves as the Kim B. Clark Professor of Business Administration at the Harvard Business School, having a joint appointment in the Technology & Operations Management and General Management faculty groups. He is best known for his study of innovation in commercial enterprises. His first book, The Innovator's Dilemma, articulated his theory of disruptive innovation. Christensen is also a co-founder of Rose Park Advisors, a venture...
NationalityAmerican
ProfessionBusinessman
Date of Birth6 April 1952
CountryUnited States of America
Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.
Capitalists seem uninterested in capitalism, even as eager entrepreneurs can't get financing. Businesses and investors sound like the Ancient Mariner, who complained, 'Water, water everywhere - nor any drop to drink.'
Businesses that distribute information and news are in the business of training and teaching people.
No idea for a new growth business ever comes fully shaped. When it emerges, it's half-baked, and it then goes through a process of becoming fully shaped. I've developed tests that I'm hoping can help entrepreneurs manage that shaping process, so that the business plan that comes out the other end has a very high probability of success.
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business.
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.
There is no evidence that success in business will make us happy people or allow us to have happy families.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.
The world is a nested space, and so we have our brain as a person, and people are members of teams, and teams are part of business units, and business units are parts of corporations, and corporations are part of industries, which are part of economies.
There are companies trying to build business within Saudi Arabia, and what they find is that if they try to bring on locals and teach them how to become senior executives, they just don't show up to work. They are not predictable as to when they'll come in and how much of their hearts are into that opportunity.
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.
Decide what you stand for. And then stand for it all the time.
This is why I belong, and why I believe. I commend to all this same search for happiness and for the truth.
Participants of this workshop are living in their own silos and need to come to a consensus on the business model that will drive the semiconductor industry going forward.