Quotes from Clayton M. Christensen

But, as parents, we do have the opportunity to help our children get it right. The Resources, Processes, and Priorities model of capabilities can help us gauge what our children will need to be able to do, given the types of challenges and problems that we know they will confront in their future.

established firms tend to be good at improving what they have long been good at doing, and that entrant firms seem better suited for exploiting radically new technologies, often because they import the technology into one industry from another, where they had already developed and practiced it.

Most universities cannot afford to offer so many subjects to such diverse types of students or to require their professors to compete in a world of research scholarship that is becoming increasingly expensive and conceptually narrow. The burden of these choices, adopted by Harvard emulators lacking the financial resources necessary to bear them, have made most American-style universities vulnerable to competitive disruption.

Finally, we recommend most strongly that medical educators must begin teaching tomorrow's doctors to become much better at creating, improving, and managing processes and systems.

There are times at which it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets.

There is a method to the madness. What they have in common is the search for cause.

Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use.

Kendi yaÅŸam?n?zdaki çözülmemiÅŸ görevleri anlamak inovasyon için verimli bir zemin oluÅŸturacakt?r.

Allocation Resources Among Your "Businesses" In the words of Andy Grove: "To understand a company's strategy, look at what they actually do rather than what they say they will do.

Doctors today are under such pressure to see more patients that they simply don't have the time to spend with drug company salespeople. And doctors are much less dependent upon detailers to learn about drugs: there are alternatives. The Internet enables physicians to search for the right drug, and to refresh their knowledge of its side effect profile and possible interactions with other drugs, even while the patient is in the office.

But differentiation loses its meaning when the features and functionality have exceeded what the market demands.

One of the best ways to probe whether you can trust the advice that a theory is offering you is to look for anomalies—something that the theory cannot explain

established firms attempt to push the technology into their established markets, while the successful entrants find a new market that values the technology.

Is this work meaningful to me? Is this job going to give me a chance to develop? Am I going to learn new things? Will I have an opportunity for recognition and achievement? Am I going to be given responsibility? These are the things that will truly motivate you. Once you get this right, the more measurable aspects of your job will fade in importance

Despite such professional accomplishments, however, many of them were clearly unhappy.

You can only shape the experiences that are important to your customers when you understand who you are really competing with.

Let me explain in management terms: police chiefs need to look at the numbers of each type of crime, over time, to know whether their strategy is working. The manager of a business cannot see the complete health of the company by looking at specific orders from specific customers; he or she needs to have things aggregated as revenues, costs, and profits.

There is a simple, but powerful, insight at the core of our theory: customers don't buy products or services; they pull them into their lives to make progress.

There's an old saying: find a job that you love and you'll never work a day in your life. People who truly love what they do and who think their work is meaningful have a distinct advantage when they arrive at work every day. They throw their best effort into their jobs, and it makes them very good at what they do.

it means that disruptive technologies that may underperform today, relative to what users in the market demand, may be fully performance-competitive in that same market tomorrow.

The reason good managers strive for focus in their organizations is that processes and tasks can be readily aligned.

Once both technologies were good enough in the basic capabilities demanded, therefore, the basis of product choice in the market shifted to reliability.

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.'

A major driver of the cost of healthcare in the United States is a compromise that was reached with the American Medical Association in the 1960s when Medicare was first established.