Katelyn Errigo

“To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.”
― 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

“The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.”
― Clayton M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail