American - Author | April 6, 1952 -
Holiday Inn comes in at the bottom of the market, but they can't go upmarket except if they emulate the Four Seasons. So they can go up, but they have to emulate the people they're trying to compete against. They can't disrupt them, because there isn't anything about their model that is extendable upmarket.
Clayton M. Christensen
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As a general rule, when a new industry takes root, and the first products emerge in a wave, almost always the architecture of the product will be proprietary and interdependent in character.
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As a general rule, if you have a product that doesn't get the job done that a customer is needing to get done, then often you have to offer it for zero. Because if you ask for money for it - because if it doesn't do the job well, they won't pay for it.
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In the Mormon Church, we believe we can be married for all eternity, not till death do you part. As Mom was getting older, she was excited, truly excited, that within a few years she'd be with Dad again.
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The world is a nested space, and so we have our brain as a person, and people are members of teams, and teams are part of business units, and business units are parts of corporations, and corporations are part of industries, which are part of economies.
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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.
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The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people would make decisions that lead to failure.
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By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.
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Growth makes so many dimensions of management easier. It's when growth stops that things get tough.
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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.
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Most people have never thought through how they're going to allocate their time. You need to make a decision in advance.
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In our personal lives, we have a lot of businesses going on. I have a profession, I'm a father, a spouse, a good member of my community. How much of my time and energy can I allocate to each of those things? What I allocate becomes the strategy I have for my family, and everything else.
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