Clayton Christensen Manage Quotations

Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

No idea for a new growth business ever comes fully shaped. When it emerges, it's half-baked, and it then goes through a process of becoming fully shaped. I've developed tests that I'm hoping can help entrepreneurs manage that shaping process, so that the business plan that comes out the other end has a very high probability of success.

Diabetes is a great example whereby, giving the patient the tools, you can manage yourself very well.

Growth makes management easier. In particular, it makes making labor concessions seem easy. It's when growth stops because you're being disrupted that managing becomes really, really hard, and as a result, most disrupted companies simply disappear.

The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.

In the study of management, unfortunately, many writers have been so anxious to articulate a theory in the form of, "If you do this, this will result," that they never go through this careful effort.

Management is the most noble of professions if it's practiced well,