
Clayton Christensen
클레이튼 크리스텐슨
Harvard professor; theory of disruptive innovation; The Innovator's Dilemma
28 records in all
- Principles 7
- Episodes 14
- Quotes 7
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Photo: World Economic Forum from Cologny, Switzerland CC BY-SA 2.0 Original cropped
Quotes
7 in all
Quotes are word for word from the source.
Integrity and principles
It's easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.
Our noteDiscussing the importance of unwavering personal and professional integrity.
First mover advantage
Disruptive technologies typically enable new markets to emerge. There is strong evidence showing that companies entering these emerging markets early have significant first-mover advantages over later entrants.
Our noteExplaining why early entry into emerging markets is critical for success.
Simple product architecture
Generally, disruptive innovations were technologically straightforward, consisting of off-the-shelf components put together in a product architecture that was often simpler than prior approaches.
Our noteDescribing the technical nature of innovations that disrupt established markets.
Role of management
Only the general manager can mold the resources, processes, and values that affect innovation, into a coherent capability to develop and launch superior new products and services repeatedly.
Our noteDefining the unique responsibility of a leader in fostering innovation.
Nobility of management
Management is the most noble of professions if it's practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team
Our noteReflecting on the positive impact a good manager can have on people.
Source of humility
Generally, you can be humble only if you feel really good about yourself - and you want to help those around you feel really good about themselves.
Our noteExplaining the psychological foundation of true humility in leadership.
Nature of disruption
The technological changes that damage established companies are usually not radically new or difficult from a technological point of view.
Our noteClarifying that disruption often comes from simple rather than complex technology.
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