There is no single right answer or path forward, but there is one right way to frame the problem.
Clayton M. ChristensenRead
When you improve your product so it does the customer's job better, then you gain market share.
Interpretation
Improving a product to better meet customer needs leads to increased market share.
This quote by Clayton M. Christensen emphasizes the importance of product improvement and customer-centric innovation in gaining a competitive edge in the market. By focusing on enhancing the features or efficiencies of a product to better serve customer needs, businesses can attract more customers and ultimately expand their market presence.
In practice
In a business presentation about product development.
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.
It's easy to say that entrepreneurs will create jobs and big companies will create unemployment, but this is simplistic. The real question is who will innovate.
We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.
My half-baked reading of history is that we continue to go through these waves of entrepreneurial explosion followed by merger mania and consolidation. Out of that come big sluggish companies that eventually collapse under the weight of what they've created, and are killed off by the next wave of entrepreneurs.
If you can tune into the fantasy life of an 11-year-old girl, you can make a fortune in this business.
A company shouldn't get addicted to being shiny, because shiny doesn't last.
The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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