I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. Ten minutes into my explanation, Grove interrupted: “Look, I’ve got your model. Tell us what your model of disruption means for Intel.” I said that I couldn’t-that I needed a full 30 minutes to explain the model, because only with it as context would any comments about Intel make sense. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. And so we asked him to share them with the readers of HBR.īefore I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. He shared with them a set of guidelines that have helped him find meaning in his own life. The students wanted to know how to apply them to their personal lives. In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them-but not on how to apply his principles and thinking to their post-HBS careers. The students seem highly aware of how the world has changed (as the sampling of views in this article shows). They’ve spent the past two years recalibrating their worldview and their definition of success. Just a few weeks later, the economy went into a tailspin. The key is to define what you stand for and draw the line in a safe place.Įditor’s note (2010): When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. You don’t see the end result to which that path leads. The marginal cost of doing something wrong “just this once” always seems alluringly low. That’s true in life too: If you’re not guided by a clear sense of purpose, you’re likely to fritter away your time and energy on obtaining the most tangible, short-term signs of achievement, not what’s really important to you.Īnd just as a focus on marginal costs can cause bad corporate decisions, it can lead people astray. If not managed masterfully, what emerges from a firm’s resource allocation process can be very different from the strategy management intended to follow. The principles of resource allocation can help people attain happiness at home. It isn’t about buying, selling, and investing in companies, as many think. That’s why management, if practiced well, can be the noblest of occupations no others offer as many ways to help people find those opportunities. The answer to the first question comes from Frederick Herzberg’s assertion that the most powerful motivator isn’t money it’s the opportunity to learn, grow in responsibilities, contribute, and be recognized. In this article, he explains how, exploring questions everyone needs to ask: How can I be happy in my career? How can I be sure that my relationship with my family is an enduring source of happiness? And how can I live my life with integrity? But he also believes that these models can help people lead better lives. Harvard Business School’s Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies.
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