A Quote by Clayton Christensen

In general, the questions that are on our mind are the same questions that have been driving our work over the past decade. How do we bring order to this messy, unpredictable world of innovation? How can we dramatically improve the chances of creating a successful new-growth business? How can we do this again and again? More specifically, it has become very clear that the fundamental paradigms of market segmentation and branding are badly broken - and we're working on developing more useful theories for these dimensions of innovation.
Curiosity is a key building block. The more curious you are, the more creativity you will unleash. A great way to do that is to ask the three "magic questions" again and again... those questions are simply, "Why", "What if?", and "Why not?". Asking these questions constantly focused you on the possibilities and away from how things are at the moment.
I know that with most companies that have a lot of success, it tends to throw you off, and you can become more conservative. One of our questions is, How do we keep from being pulled into conservatism because we're afraid of not being successful again?
At the Third Wave Foundation, we were asking questions like, "How can we get more voters registered who support our issues?" or "How do we want to give away of money so that it has the greatest impact?" But, the poems were involved in questions of feeling whole, negotiating sexual trauma, and speaking to what has been lost forever. I've always been a person who feels most energized when I am both creating art and working toward social change, but I often have difficulty talking about the two in the same breath.
Zen is a kind of unlearning. It teaches you how to drop that which you have learned, how to become unskillful again, how to become a child again, how to start existing without mind again, how to be here without any mind.
How do we create beauty in a broken world? How do we create a view of sustainability in an economy that is crashing? How do we reconfigure our lives, how do we pick up the pieces and create a meaningful life? So, yes, we have a different form of leadership but the questions remain the same.
A great thinker once described innovative thinkers this way: "Some men see things as they are and say, 'Why?' I dream of things that never were and say, 'Why not?'" Innovative thinkers are constantly asking questions such as these. How can we improve recruiting, hiring and training. How can be add greater value to our products and services by making them even better? How can we do more to nourish the personal as well as professional development of our people? What more can we do as a good citizen where we do business?
One thing I've been doing at Baidu is running a workshop on the strategy of innovation. The idea is that innovation is not these random unpredictable acts of genius but that, instead, one can be very systematic in creating things that have never been created before.
Rapid innovation is the cure for the ills we face, but because innovation is difficult and susceptible to failure, we might need to rethink the way we approach innovation and how we drive it through our companies.
We do have the ability to shift our paradigms - by shifting our belief systems, by working on ourselves, by looking very closely at how we show up in the world. It's why I'm into health and wellness. It's why my partner and I are very focused on creating a life that is about being connected; it's about being present. Because my life was probably so much in the past. I was so fearful. I was so fearful of the future because I was so scared of my past. So if you can work towards being present, then you can shift.
Everything we know has its origin in questions. Questions, we might say, are the principal intellectual instruments available to human beings. Then how is it possible that no more than one in one hundred students has ever been exposed to an extended and systematic study of the art and science of question-asking? How come Alan Bloom did not mention this, or E. D. Hirsh, Jr., or so many others who have written books on how to improve our schools? Did they simply fail to notice that the principal intellectual instrument available to hu­man beings is not examined in school?
Our minds are specifically adapted to developing certain theories, and we have a science if the theories that are available to our minds happen to be close to true. Well, there is no particular reason to suppose that the intersection of true theories and theories that are accessible to the mind is very large. It may not be very large.
The greatest challenge to most innovation centers around the world is many nations' punitive attitudes towards failure. In most of the world, if your first business fails, no one will work with you again. But, trial and error is the genesis of innovation.
Getting global innovation projects right is really important as they create competitive advantage two ways. When the knowledge for an innovation is from different sites around the world, it's very much more difficult for competitors to copy these innovation - they'd have to access the same knowledge from the same places. Secondly, costs and time to market can be significantly reduced leading to first mover advantage through parallel development in global projects.
In the old economy, it was all about having the answers. But in today’s dynamic, lean economy, it’s more about asking the right questions. A More Beautiful Question is about figuring out how to ask, and answer, the questions that can lead to new opportunities and growth.
Since entering office, I have focused on working with the people and businesses of New Hampshire to build a stronger economic future through innovation, and in no sector is innovation needed more than our energy industry.
If you look across the economy, if you have multiple players in an industry, you have more customization, more innovation, greater choice for consumers. The more you have consolidation, the less likely you are to invest in innovation. It becomes all about driving down cost and mass production. And that's not good for innovation in an industry.
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