For 300 years, higher education was not disruptable because there was no technological core. — Clayton M. Christensen Copy Share Image
Colleges would compete by adding professors, enhancing programmes or building nicer facilities. So they competed by making institutions better. — Clayton M. Christensen Copy Share Image
We are awash in content that needs to be taught, yet the vast majority of colleges give a large portion of their… — Clayton M. Christensen Copy Share Image
“Indeed, while experiences and information can be good teachers, there are many times in life where we simply cannot afford to learn… — Clayton M. Christensen Copy Share Image
“Notwithstanding the intense pressure on faculty members to publish, nationwide surveys indicate that they value teaching as highly as scholarly research.6 For… — Clayton M. Christensen Copy Share Image
What the purpose of my life is about is I want to become the kind of person that God wants me to… — Clayton M. Christensen Copy Share Image
From my first year on the faculty, there was always so much more I wanted to impart to the students. I decided… — Clayton M. Christensen Copy Share Image
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only… — Clayton M. Christensen Copy Share Image
“Every hour I spent doing that while at Oxford, I wasn’t studying applied econometrics. At the time, I was conflicted about whether… — Clayton M. Christensen Copy Share Image
“One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that… — Clayton M. Christensen Copy Share Image
“Identifying disruptive footholds means connecting with specific jobs that people—your future customers—are trying to get done in their lives.” — Clayton M. Christensen Copy Share
“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… — Clayton M. Christensen Copy Share
The concept of disruption is about competitive response; it is not a theory of growth. It's adjacent to growth. But it's not about growth. — Clayton M. Christensen Copy Share
“disruptive technology should be framed as a marketing challenge, not a technological one.” — Clayton M. Christensen Copy Share
The only way all people can have the opportunity to choose or reject the gospel of Jesus Christ is for us, without judgment, to… — Clayton M. Christensen Copy Share
The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people would make… — Clayton M. Christensen Copy Share
By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own… — Clayton M. Christensen Copy Share
Every city and town in America would be bankrupt if they kept their books the way private-sector companies keep their books - because of… — Clayton M. Christensen Copy Share
“the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an answer” to… — Clayton M. Christensen Copy Share
“In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids… — Clayton M. Christensen Copy Share
In our personal lives, we have a lot of businesses going on. I have a profession, I'm a father, a spouse, a good member… — Clayton M. Christensen Copy Share
For 300 years, higher education was not disruptable because there was no technological core. — Clayton M. Christensen Copy Share
“When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological… — Clayton M. Christensen Copy Share
“This is why theory can be so valuable: it can explain what will happen, even before you experience it.” — Clayton M. Christensen Copy Share
“In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able… — Clayton M. Christensen Copy Share
