Quotes from Clayton M. Christensen

the best way to get a good idea is to get a lot of ideas.

When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.

In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder. There's an old saying: find a job that you love and you'll never work a day in your life.

When I have my interview with 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 that matter in measuring my life.

The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.

One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.

New products succeed not because of the features and functionality they offer but because of the experiences they enable. If

None of that data, however, actually tells you why customers make the choices that they do.

With every moment of your time, every decision about how you spend your energy and your money, you are making a statement about what really matters to you.

Competitiveness is far more about doing what customers value than doing what you think you're good at. And

With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms' managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.

An organization's capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

Disruptive innovations, in contrast, don't attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3

As Henry Ford once put it, "If you need a machine and don't buy it, then you will ultimately find that you have paid for it and don't have it.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business's success.

Goethe: "Treat people as if they were what they ought to be and you help them to become what they are capable of being.

This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

Many blessings and friendships have come into our lives from our trying to share the gospel. But this blessing has been one of the best: Having the missionaries regularly help us as a family teach the gospel to new and old friends through the power of the Holy Ghost has profoundly affected the faith of our five children and brought the Spirit of God into our home.

Getting something wrong doesn't mean you have failed. Instead, you have just learned what does not work. You now know to try something else.

But if anyone believes that he is working harder but is being paid less than another person, it would be like transplanting cancer into this company.

recent IBM poll of fifteen hundred CEOs identified creativity as the number-one "leadership competency" of the future.

Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.

Necessity remains the mother of invention.

Sound managerial decisions are at the very root of their impending fall from industry leadership.