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
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The way I ought to measure my life is in terms of the others I helped to become better and happier people. That's the biggest thing to think about if you're not happy.
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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.
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Inviting others to help us with our work in the Church helps them feel needed and helps them feel the Spirit. When these feelings come, many people often then realize that something has been missing from their lives.
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I believe that we can, in a deliberate way, articulate the kind of people we want to become. We can articulate the culture that we would want to exist in our family, and you can then, as the rest of life happens to you, you can utilize those things to help you become the kind of person you want to be.
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Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'
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Efficiency innovations arise in industries that already exist. They provide existing goods and services at much lower costs. They are not empowering. Efficiency innovators become the low cost providers within an existing framework.
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Efficiency innovations are a natural part of the economic cycle, but these are the innovations that streamline process and actually reduce the number of available jobs.
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The basic idea that marketing is wrong at its core is one of the main reasons why innovation seems blocked and unpredictable.
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Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.
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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 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.
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The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.
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We all have jobs in our lives that we must get done. We reach out and bring products into our lives to get these jobs done. Marketing is all about asking, 'What job is the customer trying to accomplish?'
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There is no single right answer or path forward, but there is one right way to frame the problem.