For 300 years, higher education was not disruptable because there was no technological core. Clayton M. Christensen coredisruptableeducation Change image and share on social
I wouldn't say there isn't a direct path to a successful career. There are people who knew exactly what they wanted to do from a very young age, weren't going to be diverted, and then they just went out and achieved it. Clayton M. Christensen achieveagecareer share on social
Most marketers think there's a concept called a product life cycle. Once you realize that the world is organized by jobs that need to be done, you understand that product life cycles don't exist. Clayton M. Christensen callconceptcycle Change image and share on social
What the purpose of my life is about is I want to become the kind of person that God wants me to become, and through my study of the scriptures I can articulate the kind of person that God would be happy if I become. Clayton M. Christensen articulategodhappy share on social
There are direct paths to a successful career. But there are plenty of indirect paths, too. Clayton M. Christensen careerdirectindirect Change image and share on social
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 advanceallocatedecision Change image and share on social
I haven't met too many people that don't intend to have a fulfilling life. High-achievers, however, end up allocating their resources in a way that seriously undermines their intended strategy. Clayton M. Christensen achieverallocateend Change image and share on social
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 actionanalyticanalyze share on social
Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from. Clayton M. Christensen catercompanycustomer Change image and share on social
I wrote my first piece about the disruption of the Harvard Business School in 1999. Because you could see this coming. I haven't yet done the one about the disruption of the Stanford Business School. Clayton M. Christensen businesscomedisruption Change image and share on social