A Quote by Clayton M. Christensen
We have found that companies need to speak a common language because some of the suggested ways to harness disruptive innovation are seemingly counterintuitive. If companies don't have that common language, it is hard for them to come to consensus on a counterintuitive course of action.
Related Quotes
We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.
If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.
There is always that age-old thing about England and America being divided by a common language. You think that because we speak English and you speak English that you're bound to understand and like everything that we do. And of course you don't.
That's one of the ways language evolved, by some very obscure form becoming common usage. And I must say that I'm very intrigued by use of language and slang, and criminal underground terms.
At Ford Motor Company, we believe the arts speak a common language that weaves a common thread among all people.
Most companies think of disruption as a threat. But disruptive innovations have tremendous growth potential. If incumbent companies can learn how to harness the forces of disruption, they too can improve their ability to create new-growth businesses.
We have a common enemy. We have this in common: We have a common oppressor, a common exploiter, and a common discriminator. But once we all realize that we have this common enemy, then we unite on the basis of what we have in common. And what we have foremost in common is that enemy - the white man. He's an enemy to all of us. I know some of you all think that some of them aren't enemies. Time will tell.
There are two sure ways to fail: never get started and quit before you succeed. Many companies promote the language of risk-taking and innovation but are so concerned with short term profit goals that their culture discourages innovation (trying new things) and abandons promising projects too soon. It shouldn't require exceptional moral courage to try new things and stick with them.
Physics is really figuring out how to discover new things that are counterintuitive, like quantum mechanics. It's really counterintuitive.
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
Magicians and scientists are, on the face of it, poles apart. Certainly, a group of people who often dress strangely, live in a world of their own, speak a specialized language and frequently make statements that appear to be in flagrant breach of common sense have nothing in common with a group of people who often dress strangely, speak a specialized language, live in ... er.
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.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
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.
The biggest companies in the world and brands have come to me to help sell their product to the younger generation. And I speak the language of millennials, and they respond to my content.
All companies have a culture, some companies have discipline, but few companies have a culture of discipline. When you have disciplined people, you don't need hierarchy. When you have disciplined thought, you don't need bureaucracy. When you have disciplined action, you don' t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.
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