There is no single right answer or path forward, but there is one right way to frame the problem.
Clayton M. ChristensenRead
Efficiency innovations arise in industries that already exist. They provide existing goods and services at much lower costs. They are not empowering. Efficiency innovators become the low cost providers within an existing framework.
Interpretation
Efficiency innovations improve existing products and services at a lower cost without creating new markets.
This quote by Clayton M. Christensen emphasizes that efficiency innovations are not about groundbreaking changes or empowering consumers; instead, they focus on optimizing and reducing costs for existing goods and services. Such innovations often lead to companies becoming low-cost providers within established industries rather than revolutionizing the market or creating new value propositions.
In practice
In a business conference discussing technological advancements in established markets.
There is no single right answer or path forward, but there is one right way to frame the problem.
Understanding motivation is one of the most important things we can do in our lives, because it has such a bearing on why we do the things we do and whether we enjoy them or not.
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.
There is no evidence that success in business will make us happy people or allow us to have happy families.
By definition, big data cannot yield complicated descriptions of causality. Especially in healthcare. Almost all of our diseases occur in the intersections of systems in the body.
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business.
We know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.
Just as producers often give consumers things they want but didn't think to ask for, consumers sometimes come up with surprising uses for new inventions. When a new product appears, it can uncover dissatisfactions and desires no one knew were there.
My definition of 'innovative' is providing value to the customer.
To be an inventor, you have to be willing to live with a sense of uncertainty, to work in this darkness and grope towards an answer, to put up with anxiety about whether there is an answer.
Because, you know, resilience - if you think of it in terms of the Gold Rush, then you'd be pretty depressed right now because the last nugget of gold would be gone. But the good thing is, with innovation, there isn't a last nugget. Every new thing creates two new questions and two new opportunities.
If every effect of any new products or methods were required to be known before they could be produced and marketed, they would not be true innovations - and thus not represent new knowledge of what people would like, if offered.
Subscribe for the occasional hand-picked quote. No noise.