Clayton Christensen Quotes About Innovation

Quotes about: Innovation

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

  Clayton Christensen

  Motivation, Successful, Innovation

  Clayton Christensen, Curtis W. Johnson, Michael B. Horn (2010). “Disrupting Class, Expanded Edition: How Disruptive Innovation Will Change the Way the World Learns”, p.7, McGraw Hill Professional

• Disruptive innovations create jobs, efficiency innovations destroy them.

  Clayton Christensen

  Jobs, Innovation, Efficiency

• The answer is the disruptive innovator, an outsider, who creates a product or service for the non-existing consumer in a non-existing market for almost no profit.

  Clayton Christensen

  Innovation, Answers, Outsiders

  "The Off-White Papers" by Clayton M. Christensen, Rabbi Irwin Kula, Craig Hatkoff, www.huffingtonpost.com. May 2, 2013.

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

  Clayton Christensen

  People, Innovation, Done

• If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.

  Clayton Christensen

  Pain, Innovation, Growth

  Source: bobmorris.biz

• Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

  Clayton Christensen

  Ocean, Years, Yield

• In general, the questions that are on our mind are the same questions that have been driving our work over the past decade. How do we bring order to this messy, unpredictable world of innovation? How can we dramatically improve the chances of creating a successful new-growth business? How can we do this again and again? More specifically, it has become very clear that the fundamental paradigms of market segmentation and branding are badly broken - and we're working on developing more useful theories for these dimensions of innovation.

  Clayton Christensen

  Successful, Past, Broken

  Source: bobmorris.biz

• Because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.

  Clayton Christensen

  Technology, Innovation, Trends

  Clayton Christensen (2013). “The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail”, p.8, Harvard Business Review Press

• At the beginning of almost every industry, the available products and services are so expensive to own and complicated to use that only people with a lot of money and a lot of skill have access to them. A disruptive technology is an innovation that simplifies the product and makes it so affordable that a whole new population of people can now have one and use it at the beginning for simple applications, and then it improves to the point that it makes the old technology obsolete.

  Clayton Christensen

  Technology, Simple, People

  Source: bigthink.com

• Year after year after year, people write books about managing innovation or about leadership, for example, without ever going through the pain of saying, "This kind of leadership will cause this result in these circumstances and a very different result in those circumstances." This is academic malpractice of the worst kind.

  Clayton Christensen

  Pain, Book, Writing

  Source: www.strategy-business.com

• Every disruptive innovation is powered by a simplifying technology, and then the technology has to get embedded in a different kind of a business model. The first two decades of digital computing were characterized by the huge mainframe computers that filled a whole room, and they had to be operated by PhD Computer Scientists. It took the engineers at IBM about four years to design these mainframe computers because there were no rules. It was an intuitive art and just by trial and error and experimentation they would evolve to a computer that worked.

  Clayton Christensen

  Art, Technology, Design

  Source: bigthink.com

• The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.

  Clayton Christensen

  Team, Fighting, Innovation

  Source: bobmorris.biz

• The personal computer was a disruptive innovation relative to the mainframe because it enabled even a poor fool like me to have a computer and use it, and it was enabled by the development of the micro processor. The micro processor made it so simple to design and build a computer that IB could throw in together in a garage. And so, you have that simplifying technology as a part of every disruptive innovation. It then becomes an innovation when the technology is embedded in a different business model that can take the simplified solution to the market in a cost-effective way.

  Clayton Christensen

  Technology, Simple, Design

  Source: bigthink.com

• Innovation almost always is not successful the first time out. You try something and it doesn't work and it takes confidence to say we haven't failed yet. Ultimately you become commercially successful.

  Clayton Christensen

  Successful, Innovation, Trying

• We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.

  Clayton Christensen

  Innovation, Action, Common

  Source: bobmorris.biz

• The innovations are far more important because the technology itself has now way to impact the world for good until it's embedded in the business model. Innovation it's the combination of the simplifying technology and the business model.

  Clayton Christensen

  Technology, Innovation, Important

  Source: bigthink.com

• Innovation simply isn't as unpredictable as many people think. There isn't a cookbook yet, but we're getting there.

  Clayton Christensen

  Thinking, People, Innovation

• Most companies think of disruption as a threat. But disruptive innovations have tremendous growth potential. If incumbent companies can learn how to harness the forces of disruption, they too can improve their ability to create new-growth businesses.

  Clayton Christensen

  Thinking, Innovation, Growth

  Source: bobmorris.biz

• Generally, the technology that enables disruption is developed in the companies that are the practitioners of the original technology. That's where the understanding of the technology first comes together. They usually can't commercialize the technology because they have to couple it with the business model innovation, and because they tend to try to take all of their technologies to market through their original business model, somebody else just picks up the technology and changes the world through the business model innovation.

  Clayton Christensen

  Couple, Technology, Understanding

  Source: bigthink.com

• People still cling to this belief that innovation is just random and unpredictable. But if you look closely, there are some real patterns. The companies that recognize and take advantage of those patterns have the real opportunity to create competitive advantage.

  Clayton Christensen

  Real, Opportunity, People

  Source: bobmorris.biz

• 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.

  Clayton Christensen

  Innovation, Mold, Process

  Clayton M. Christensen (1999). “Innovation and the General Manager”, Irwin Professional Pub

• facebook
• twitter
• googleplus
• email
• linkedin

• facebook
• twitter
• googleplus
• email
• linkedin