Clayton Christensen
Clayton Christensen
Clayton M. Christensenis an American scholar, educator, author, business consultant, and religious leader who currently serves as the Kim B. Clark Professor of Business Administration at the Harvard Business School, having a joint appointment in the Technology & Operations Management and General Management faculty groups. He is best known for his study of innovation in commercial enterprises. His first book, The Innovator's Dilemma, articulated his theory of disruptive innovation. Christensen is also a co-founder of Rose Park Advisors, a venture...
NationalityAmerican
ProfessionBusinessman
Date of Birth6 April 1952
CountryUnited States of America
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.
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.
The process of writing 'The Innovator's Dilemma' entailed the developing a new theory. My colleagues, students and I have been improving that theory, and adding others to it, since that time.
This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
If you defer investing your time and energy until you see that you need to, chances are it will already be too late.
People who have the drive to achieve spend most of their time on what brings them the most tangible, immediate sense of success. Investments in our family only pay off in the very long term.
I promise my students that if they take the time to figure out their life purpose, they'll look back on it as the most important thing they discovered while at school. If they don't figure it out, they will just sail off without a rudder and get buffeted in the very rough seas of life.
If you make that decision, that you'll always follow that rule, then your commitment to do it sinks into your heart, and when you realize the benefits of having integrity time after time, it really changes your heart, not just your head.
Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation.