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
opportunity people practiced
Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
opportunity creating levels
The transformation at the corporate level was achieved by selling off business units in old markets and by creating new business units to pursue the new opportunities. But the individual business units themselves within those transformed corporations were almost inert to change.
cutting opportunity thinking
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession
attitude self-esteem opportunity
And if your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. ... When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.
self-esteem opportunity years
When I have my interview with my God, our conversation will focus on the individuals whose self-esteem I was able to strengthen, whose faith I was able to reinforce, and whose discomfort I was able to assuage—a doer of good, regardless of what assignment I had. These are the metrics of that matter in measuring my life. This realization, which occurred nearly fifteen years ago, guided me every day to seek opportunities to help people in ways tailored to their individual circumstances. My happiness and my sense of worth has been immeasurably improved as a result.
capital equity few funding lots low money opportunity people private raise trying
People in private equity complain that they have so much capital and so few places to invest. But you have lots of entrepreneurs trying to raise money at the low end and find that they can't get funding because of this mismatch. I think that there is an opportunity there.
assist both disruptive guidelines indeed intended managers
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.
biggest happier helped life measure others ought terms
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.
affordable empowering expensive larger transform
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.
advance capital companies empowering using
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.
achieve brings drive family immediate pay people spend success time
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.
family people until
People under-invest in family because it doesn't pay off until the long term.
bear burden care employees employers health motivated people since until
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.
copy follow idol idols people successful yield
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.