A Quote by Clayton M. Christensen

The mistake that makes launching a venture expensive is when you try to make a disruptive technology so good that it can compete on a quality basis with an established product.
At the beginning of almost every industry, the available products and services are so expensive to own and complicated to use that only people with a lot of money and a lot of skill have access to them. A disruptive technology is an innovation that simplifies the product and makes it so affordable that a whole new population of people can now have one and use it at the beginning for simple applications, and then it improves to the point that it makes the old technology obsolete.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
The introduction of new technology is always disruptive to existing markets, particularly to content/copyright owners who sell through well-established distribution channels.
Use your development time to brief analysts and industry press. Use these influencers as your eyes and ears to let you know what else is being developed by competitors so that you can be the first to market, and don't make the mistake of launching an also-ran product.
A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in a tier of the market that is unattractive to the established leaders in an industry.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
But what if I make a mistake?' Will asked. Gilan threw back his head and laughed. 'A mistake? One mistake? You should be so lucky. You'll make dozens! I made four or five on my first day alone! Of course you'll make mistakes. Just don't make any of them twice. If you do mess things up, don't try to hide it. Don't try to rationalize it. Recognize it and admit it and learn from it. We never stop learning, none of us.
Good design is innovative 2. Good design makes a product useful 3. Good design is aesthetic 4. Good design makes a product understandable 5. Good design is unobtrusive 6. Good design is honest 7. Good design is long-lasting 8. Good design is thorough, down to the last detail 9. Good design is environmentally friendly 10. Good design is as little design as possible
If you don't manufacture a quality product all you've got at the end is a bunch of expensive mistakes.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. 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.
It's a mistake to believe technology rests outside India. We compete very successfully.
What’s next for technology and design? A lot less thinking about technology for technology’s sake, and a lot more thinking about design. Art humanizes technology and makes it understandable. Design is needed to make sense of information overload. It is why art and design will rise in importance during this century as we try to make sense of all the possibilities that digital technology now affords.
Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
With such a perishable, expensive and important product buying truffles can be a leap of faith for a chef. Working with Céline over the past two years has taken away any of that stress. The level of quality and consistency with her truffles is unsurpassed. Most importantly the quality and loyalty of her service makes me feel that she is looking out for me and my guests interests in giving me an honest assessment of the markets fluctuations.
Imagine you have six loans, small to huge. People want to close loans and because of that, they try to pay off the small loans, but that's not the right strategy. The right strategy, of course, is to pay the loan with the highest interest rate. People make this mistake and it costs them lots and lots of money, it's a very expensive mistake because interest rates accumulate and become very, very expensive very quickly.
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