Clayton M Christensen Quotes

Understand and harness the principles of disruptive innovation.

Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.

People don't want to buy a quarter-inch drill. They want a quarter-inch hole.

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

You'll see that without theory, we're at sea without a sextant.

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

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.

If you defer investing your time and energy until you see that you need to, chances are it will already be too late.

I had thought the destination was what was important, but it turned out it was the journey.

American capitalists, enthralled by the doctrines of finance, have put their income statements in service of the balance sheet.

In fact, how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

An innovation will get traction only if it helps people get something that they're already doing in their lives done better.

School is one of the things that children might hire to do the job. But the job is that children need to feel successful - every

It's easier to hold your principles 100 percent of the time than it is to hold them 98 percent of the time.

Resources are what he uses to do it, processes are how he does it, and priorities are why he does it.

There are direct paths to a successful career. But there are plenty of indirect paths, too.

Intimate, loving, and enduring relationships with our family and close friends will be among the sources of the deepest joy in our lives.

Disruptive technologies typically enable new markets to emerge.

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.

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

Decide what you stand for. And then stand for it all the time.

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.

We are awash in content that needs to be taught, yet the vast majority of colleges give a large portion of their faculties' salaries to fund research.

For innovators, understanding the job is to understand what consumers care most about in that moment of trying to make progress.

Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of just this once.

There are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency innovations.

Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

My wife comes most of the times I teach and stands on the front row to help me. She's been wonderfully supportive.

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

Remember that it is changes in the slope of the platform, not the level of the platform, that create shareholder value at an above-average rate.

Disruption is a process, not an event, and innovations can only be disruptive relative to something else.

As such, there is no one-size-fits-all approach that anyone can offer you. The hot water that softens a carrot will harden an egg.