“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
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
“I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have]… — Clayton M. Christensen Copy Share Image
“The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the… — Clayton M. Christensen Copy Share Image
“Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs… — Clayton M. Christensen Copy Share Image
“Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers… — Clayton M. Christensen Copy Share Image
“The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level,… — Clayton M. Christensen Copy Share Image
Growth makes so many dimensions of management easier. It's when growth stops that things get tough. — Clayton M. Christensen Copy Share Image
“The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be… — 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 Image
“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 Image
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 Image
“disruptive technology should be framed as a marketing challenge, not a technological one.” — Clayton M. Christensen Copy Share Image
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 Image
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 Image
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 Image
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 Image
“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 Image
“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 Image
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 Image
For 300 years, higher education was not disruptable because there was no technological core. — Clayton M. Christensen Copy Share Image
