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
When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.
What you need is a fundamental humility - the belief that you can learn from anyone.
Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.
There needs to be conviction and action behind rules.
Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information.
If you defer investing your time and energy until you see that you need to, chances are it will already be too late.
Investing in our people is going to be costly and scarce - we need to start doing that!
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.
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.
Empowering innovations transform something that is complicated and expensive into something that is so much more simple and affordable that a much larger population can enjoy it.
Empowering innovations require long-term investments, which tie up capital for years and years. So companies are using capital to create more capital, and consequently, the world is awash in capital, but the innovations we need to advance aren't there.
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.
People under-invest in family because it doesn't pay off until the long term.
People don't actually want to think about their own health and don't take action until they are sick. Yet employers are very motivated to get their employees healthy, since they bear most of the burden of their health care costs.