Clay Christensen Quotes

Don't call her Tally in front of Clay", Dorian said, thinking of the small human female who loved Clay so desperately. "He's a little territorial." Lucas's eyes flicked to Ashaya. "So are you." Dorian wanted to bare his teeth, warn Lucas off against interfering. "Yeah, I am.

Questions are places in your mind where answers fit. If you haven't asked the question, the answer has nowhere to go.

Economics itself offers a parallel that explains why this integration affects creativity. Clay Christensen has written about the “Innovator’s Dilemma”: the fact that large traditional firms find it rational to ignore new, breakthrough technologies that compete with their core business. The same analysis could help explain why large, traditional media companies will undermine our tradition of free culture. The property right that is copyright is no longer the balanced right that it was, or was intended to be. The property right that is copyright has become unbalanced, tilted toward an extreme. The opportunity to create and transform becomes weakened in a world in which creation requires permission and creativity must check with a lawyer.

As Einstein’s quote suggests, the framing of the question is an outsized portion of the solution-finding process. And as Clay Christensen told us, when you ask the right question, the answer becomes mechanical. Clearly, we need to be privileging that question-framing process, which has a rhythm of introspection and collaboration, throughout our processes.

Harvard Business School professor and author Clay Christensen believes that you need to focus on the concept of the “job-to-be-done”; that is, when a customer buys a product, she is “hiring” it to do a particular job. Then there’s Brian Chesky of Airbnb, who said simply, “Build a product people love. Hire amazing people. What else is there to do? Everything else is fake work.” As Andrea Ovans aptly put it in her January 2015 Harvard Business Review article, “What Is a Business Model?”, it’s enough to make your head swim! For the purposes of this book, we’ll focus on the basic definition: a company’s business model describes how it generates financial returns by producing, selling, and supporting its products. What sets companies like Amazon, Google, and Facebook apart, even from other successful high-tech companies, is that they have consistently been able to design and execute business models with characteristics that allow them to quickly achieve massive scale and sustainable competitive advantage. Of course, there isn’t a single perfect business model that works for every company, and trying to find one is a waste of time. But most great business models have certain characteristics in common. If you want to find your best business model, you should try to design one that maximizes four key growth factors and minimizes two key growth limiters.

Clayton Christensen, the Harvard business professor and author of The Innovator’s Dilemma, was once asked to make just such a sacrifice. At the time, he was working for a management consulting firm, and one of the partners came to him and told him he needed to come in on Saturday to help work on a project. Clay simply responded: “Oh, I am so sorry. I have made the commitment that every Saturday is a day to be with my wife and children.” The partner, displeased, stormed off, but later he returned and he said: “Clay, fine. I have talked with everyone on the team and they said they will come in on Sunday instead. So I will expect you to be there.” Clay sighed and said: “I appreciate you trying to do that. But Sunday will not work. I have given Sunday to God and so I won’t be able to come in.” If the partner was frustrated before, he was much more so now. Still, Clay was not fired for standing his ground, and while his choice was not popular in the moment, ultimately he was respected for it. The boundaries paid off.

The ‘Innovator’s Dilemma’ doesn’t exist at Apple,” he said, referring to Clay Christensen’s popular book about how big companies fail to anticipate the next wave because they are unwilling to sacrifice existing sales.

You could ask, as Grove and Moore did, What if different leaders were brought in?, but Clay Christensen suggests a bolder version of this question: What if the company didn’t exist? That question allows you to take a clean-slate approach in thinking about the industry and your place in it. Christensen points out that thinking about your company as if there were no history enables leaders to stop focusing on preexisting beliefs and structures—“the stuff they’ve already invested in”—and consider new possibilities. That’s particularly useful “if, at any point in the future, you see the possibility that the core business might slow down,” Christensen says. (While contemplating a world in which your company did not exist, another question worth considering is Who would miss us? The answer to that can help clarify who your most important customers are and what your real purpose is.)