Katelyn Errigo

“First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies.”
― Clayton M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

“The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.”
― Clayton M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

“When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.”
― Clayton M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

“In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.”
― Clayton M. Christensen, The Innovator's Dilemma with Award-Winning Harvard Business Review Article ?How Will You Measure Your Life??