Clayton M. Christensen

“Identifying disruptive footholds means connecting with specific jobs that people—your future customers—are trying to get done in their lives.”

— Clayton M. Christensen

“In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say…

— Clayton M. Christensen

The concept of disruption is about competitive response; it is not a theory of growth. It's adjacent to growth. But it's not…

— Clayton M. Christensen

“disruptive technology should be framed as a marketing challenge, not a technological one.”

— Clayton M. Christensen

The only way all people can have the opportunity to choose or reject the gospel of Jesus Christ is for us, without…

— Clayton M. Christensen

The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people…

— Clayton M. Christensen

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for…

— Clayton M. Christensen

Every city and town in America would be bankrupt if they kept their books the way private-sector companies keep their books -…

— Clayton M. Christensen

“the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an…

— Clayton M. Christensen

“In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of…

— Clayton M. Christensen

In our personal lives, we have a lot of businesses going on. I have a profession, I'm a father, a spouse, a…

— Clayton M. Christensen

For 300 years, higher education was not disruptable because there was no technological core.

— Clayton M. Christensen

“When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for…

— Clayton M. Christensen

“This is why theory can be so valuable: it can explain what will happen, even before you experience it.”

— Clayton M. Christensen

“In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will…

— Clayton M. Christensen

“you perfect results. What I can promise you is that you won’t get it right if you don’t commit to keep trying.”

— Clayton M. Christensen

Colleges would compete by adding professors, enhancing programmes or building nicer facilities. So they competed by making institutions better.

— Clayton M. Christensen

I brought one big question with me to Harvard. Why do smart companies fail?

— Clayton M. Christensen

“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

There are a lot of companies - not just Sony and Kodak - that have spent a lot of money trying to…

— Clayton M. Christensen

“Keeping high-volume procedures within general hospitals allows hospitals to subsidize the unique, low-volume specialized capabilities that are so central to the value…

— Clayton M. Christensen

“These are what Herzberg’s research calls motivators. Motivation factors include challenging work, recognition, responsibility, and personal growth.”

— Clayton M. Christensen

When a company identifies how to integrate the processes needed to give the consumer a sense of job completion, it can blow…

— Clayton M. Christensen

Most people have never thought through how they're going to allocate their time. You need to make a decision in advance.

— Clayton M. Christensen

“To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical…

— Clayton M. Christensen