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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 away the competition. A product is easy to copy, but experiences are very hard to replicate.
— Clayton M. Christensen experience
Almost always, great new ideas don't emerge from within a single person or function, but at the intersection of functions or people that have never met before.
— Clayton M. Christensen people
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
— Clayton M. Christensen people
The single most important factor in our long-term happiness is the relationships we have with our family and close friends.
— Clayton M. Christensen happiness
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business.
— Clayton M. Christensen people
To become the kind of person you want to become, you've got to have discipline. It's easier to keep to your standards 100 percent of the time versus 98 percent of the time.
— Clayton M. Christensen time
There are direct paths to a successful career. But there are plenty of indirect paths, too.
— Clayton M. Christensen success
By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.
— Clayton M. Christensen health
There are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency innovations.
— Clayton M. Christensen power
Holiday Inn comes in at the bottom of the market, but they can't go upmarket except if they emulate the Four Seasons. So they can go up, but they have to emulate the people they're trying to compete against. They can't disrupt them, because there isn't anything about their model that is extendable upmarket.
— Clayton M. Christensen people
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
— Clayton M. Christensen past
As a general rule, when a new industry takes root, and the first products emerge in a wave, almost always the architecture of the product will be proprietary and interdependent in character.
— Clayton M. Christensen character
An innovation will get traction only if it helps people get something that they're already doing in their lives done better.
— Clayton M. Christensen people
Colleges would compete by adding professors, enhancing programmes or building nicer facilities. So they competed by making institutions better.
— Clayton M. Christensen college
Growth makes so many dimensions of management easier. It's when growth stops that things get tough.
— Clayton M. Christensen men
I brought one big question with me to Harvard. Why do smart companies fail?
— Clayton M. Christensen art
For 300 years, higher education was not disruptable because there was no technological core.
— Clayton M. Christensen education
I believe that we can, in a deliberate way, articulate the kind of people we want to become.
— Clayton M. Christensen art
I'd been raised Mormon, but there comes a time where you are not following what you've been taught, but discovering for yourself if it's true.
— Clayton M. Christensen time
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 time
One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.
— Clayton M. Christensen success
The financial doctrines so zealously followed by American companies might help optimize capital when it is scarce. But capital is abundant. If we are to see our economy really grow, we need to encourage migratory capital to become productive capital - capital invested for the long-term in empowering innovations.
— Clayton M. Christensen courage
The only way all people can have the opportunity to choose or reject the gospel of Jesus Christ is for us, without judgment, to invite them to follow the Savior.
— Clayton M. Christensen people
As a general rule, if you have a product that doesn't get the job done that a customer is needing to get done, then often you have to offer it for zero. Because if you ask for money for it - because if it doesn't do the job well, they won't pay for it.
— Clayton M. Christensen money

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