Home
Authors
Tags
App

Get QuoteDark Inspirational Quotes App

" I wrote my first piece about the disruption of the Harvard Business School in 1999. Because you could see this coming. I haven't yet done the one about the disruption of the Stanford Business School. "

Clayton M. Christensen
See
You
Business
Related Quotes:
" 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. "
Clayton M. Christensen
Bad
Reason
Good
" 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 M. Christensen
Speak
Sometimes
Lost
" To focus capital and entrepreneurship into empowering innovation, we should change is the capital gains tax rate. We would be better served by a regressive tax rate, that would become progressively smaller the longer the investment is held. "
Clayton M. Christensen
Better
Innovation
Tax
" As a general rule, when a new industry takes root, and the first products emerge in a wave, almost always the architecture of the product will be proprietary and interdependent in character. "
Clayton M. Christensen
Wave
Character
Architecture
" The mistake that makes launching a venture expensive is when you try to make a disruptive technology so good that it can compete on a quality basis with an established product. "
Clayton M. Christensen
Technology
Quality
Mistake
" 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. "
Clayton M. Christensen
Work
Church
Feelings
" You may hate gravity, but gravity doesn't care. "
Clayton M. Christensen
Care
You
May
" 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 M. Christensen
Resources
Lose
Reason
" As a general rule, if you have a product that doesn't get the job done that a customer is needing to get done, then often you have to offer it for zero. Because if you ask for money for it - because if it doesn't do the job well, they won't pay for it. "
Clayton M. Christensen
Product
You
Money
" If you understand cause and effect, it brings about a set of insights that leads you to a very different place. The knowledge will persuade you that the market isn't organized by customer category or by product category. If you understand the job that consumers need to complete, you can articulate all of the experiences in that job. "
Clayton M. Christensen
Place
Customer
Job
" During the early stages of an industry, when the functionality and reliability of a product isn't yet adequate to meet customer's needs, a proprietary solution is almost always the right solution - because it allows you to knit all the pieces together in an optimized way. "
Clayton M. Christensen
Customer
You
Together
" When a company identifies how to integrate the processes needed to give the consumer a sense of job completion, it can blow away the competition. A product is easy to copy, but experiences are very hard to replicate. "
Clayton M. Christensen
Company
Competition
Job
" When you improve your product so it does the customer's job better, then you gain market share. "
Clayton M. Christensen
You
Product
Job
" Growth makes management easier. In particular, it makes making labor concessions seem easy. It's when growth stops because you're being disrupted that managing becomes really, really hard, and as a result, most disrupted companies simply disappear. "
Clayton M. Christensen
Easy
You
Result
" Having a loving relationship with our spouse or with our children is what leads to the long-term happiness we all seek. "
Clayton M. Christensen
Happiness
Seek
Relationship
" Holiday Inn comes in at the bottom of the market, but they can't go upmarket except if they emulate the Four Seasons. So they can go up, but they have to emulate the people they're trying to compete against. They can't disrupt them, because there isn't anything about their model that is extendable upmarket. "
Clayton M. Christensen
Up
Go
Holiday
" Disruption is a process, not an event, and innovations can only be disruptive relative to something else. "
Clayton M. Christensen
Process
Only
Event
" The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late. "
Clayton M. Christensen
Past
Problems
Data
" I helped start a ceramics company called CPS Technologies. We took it public in 1987 at $12 a share. Three months later, there was this horrible cliff: Black Monday. Fidelity had bought 15 percent of our stock, and their algorithm caused them to dump it all onto the market that day. We dropped from $12 to $2. "
Clayton M. Christensen
Cliff
Black
Day
" I love my life as a missionary, keeping myself on the front lines. The image in my mind is that God, my general, stands at the door when I go out every morning; and, knowing what the war is like, day after day he gives me his most powerful weapon: his Spirit. For this I am grateful. "
Clayton M. Christensen
Grateful
God
Life
" The marginal cost of doing something 'just this once' always seems to be negligible, but the full cost will typically be much higher. Yet unconsciously, we will naturally employ the marginal-cost doctrine in our personal lives. "
Clayton M. Christensen
Doing
Personal
Will
" In an environment where you've got to push innovations out the door fast and keep the cost of innovation low, the probability that you'll be successful is actually much higher. "
Clayton M. Christensen
Innovation
Door
Environment
" If we are to develop profound theory to solve the intractable problems in our societally-critical domains... we must learn to crawl into the life of what makes people tick. "
Clayton M. Christensen
Life
Profound
Problems
" The process of writing 'The Innovator's Dilemma' entailed the developing a new theory. My colleagues, students and I have been improving that theory, and adding others to it, since that time. "
Clayton M. Christensen
New
Writing
Colleagues
" In a healthy economy, empowering, sustaining and efficiency innovations operate in balance. A healthy economy creates and sustains more jobs before squeezing out inefficiencies. "
Clayton M. Christensen
Economy
Healthy
Efficiency
" While I wouldn't say that most entrepreneurs find it easy to get funding, there are certainly more people out there funding technology and healthcare companies than in other areas. "
Clayton M. Christensen
Technology
Easy
Healthcare
" We need to have an understanding of what causes what to happen in the world, and why. "
Clayton M. Christensen
Need
Happen
Why
" American capitalists, enthralled by the doctrines of finance, have put their income statements in service of the balance sheet. "
Clayton M. Christensen
Balance
American
Finance
" Because we employ no professional preachers, it means that every sermon or lesson in church is given by a regular member - women and men, children and grandparents. "
Clayton M. Christensen
Men
Women
Professional
" 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 M. Christensen
Investment
Efficiency
Take