Quotes from Clayton M. Christensen

Identifying disruptive footholds means connecting with specific jobs that people—your future customers—are trying to get done in their lives.

In a modular world, supplying a component or assembling outsourced components are both appropriate "solutions." In the interdependent world of inadequate functionality, attempting to provide one piece of the system doesn't solve anybody's problem. Knowing this, we can predict the failure or success of a growth business based on managers' choices to compete with modular architectures when the circumstances mandate interdependence, and vice versa.

The only way a strategy can get implemented is if we dedicate resources to it.

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.

One of the bittersweet rewards of success is, in fact, that as companies become large, they literally lose the capability to enter small emerging markets. This disability is not because of a change in the resources within the companies—their resources typically are vast. Rather, it is because their values change.

The happiest moments of my life have been the few which I have passed at home in the bosom of my family. —Thomas Jefferson

If your family matters most to you, when you think about all the choices you've made with your time in a week, does your family seem to come out on top? Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you'll never become that person.

if you instantly improve the hygiene factors of your job, you're not going to suddenly love it. At best, you just won't hate it anymore. The opposite of job dissatisfaction isn't job satisfaction, but rather an absence of job dissatisfaction.

It's no surprise, really. Processes are often hard to see—they're a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT's Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization.1 They enforce "this is what matters most to us.

Put simply, innovative thinkers connect fields, problems, or ideas that others find unrelated.

On the other hand, the shortage of primary care physicians is so severe that 43.7 percent of the 21,885 residency positions in internal medicine in 2005 were filled by graduates of foreign medical schools30—because most of those coming out of American medical schools opt for training as specialists. This

the firms that led the industry in every instance of developing and adopting disruptive technologies were entrants to the industry, not its incumbent leaders.