Quotes from Clayton M. Christensen

A man who is dedicated to helping improve the lives of other people A kind, honest, forgiving, and selfless husband, father, and friend A man who just doesn't just believe in God, but who believes God

That work led to my theory of disruptive innovation,1 which explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost have become the status quo—eventually completely redefining the industry.

The reason good managers strive for focus in their organizations is that processes and tasks can be readily aligned.

Any program for resolving our runaway health-care costs that does not have a credible plan for changing the way we care for the chronically ill can't make more than a small dent in the total problem.

When we buy a product, we essentially "hire" something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we "fire" it and look around for something else we might hire to solve the problem.

A new-market disruption is an innovation that enables a larger population of people who previously lacked the money or skill now to begin buying and using a product and doing the job for themselves.

Using flawed segmentation schemes, they often introduce products that customers don't want, because they aim at a target that is irrelevant to what customers are trying to get done.

The single most important factor in our long-term happiness is the relationships we have with our family and close friends.

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

In the scriptures, we are told you can't really understand happiness unless you understand sadness. You don't know pleasure if you don't know pain. It's part of life. So can you learn something from somebody who has gone from success to success to success? I don't think so.

Efficiency innovations arise in industries that already exist. They provide existing goods and services at much lower costs. They are not empowering. Efficiency innovators become the low cost providers within an existing framework.

Much of the ability to create and maintain valuable brands, as a consequence, has migrated away from the product and to the channel because, for the present, it is the channel that addresses the piece of added value that is not yet good enough.