Clayton Christensen Quotes

Many companies don't exist after 25 years. It's a rarity. Or if they do exist, they're like IBM, with a totally changing personality.

SK will evolve and develop based on its corporate culture and human resources.

Innovation at large companies is hard, but it doesn't have to be.

The world is changing, but so is Microsoft.

Organizations need to undergo fundamental changes, both in order to adapt to the new business environment and to become ecologically sustainable.

The transformation at the corporate level was achieved by selling off business units in old markets and by creating new business units to pursue the new opportunities. But the individual business units themselves within those transformed corporations were almost inert to change.

The organization that can't communicate can't change, and the corporation that can't change is dead.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

If you ask the average guy on the street to name five companies that have truly transformed themselves over the few decades, Hewlett-Packard would be on everybody's list. You'd also put on this list GE and Johnson & Johnson.

The world is changing. We all know this. And as that world changes, if you don't transform your company, you're stuck.

A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.

I was hired to make United better, and that's what we'll do.

KIND has gone through many iterations as it deepens its social impact. When you're selling a million dollars a year, the impact you can have is very different than when you are selling over a billion dollars a year. Scale has allowed us to do things we never thought possible.

The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.

The conditions that direct the order of . . . the living world . . . are marked by their persistence in improving the birthright of successive generations.

I'm not saying we're going to win. I am saying rebellion becomes a way to protect your own dignity. Corporations are, theologically speaking, institutions of death. They commodify everything - the natural world, human beings - that they exploit until exhaustion or collapse. They know no limits.

To get a big company moving fast, especially on a many-headed opportunity like the Internet, you have to have hundreds of people participating and coming up with ideas.

The multinational corporation and international production reflect a world in which capital and technology have become increasingly mobile, while labor has remained relatively immobile.

What we're talking about is creating new forms of life on the basis of new values.

We live under the illusion that organizations are 'them' when, in reality, they are 'us.' If we wish to work in evolved organizations, we must each be the first to start the journey.

One must also acknowledge that there are moments in an organisation's development when fresh blood and new vision are required, which may imply that an outsider may be better suited to the leadership role.

I built a massive company, a great company, some of the greatest assets anywhere in the world, worth many, many billions of dollars.

Almost all change is evolutionary, not revolutionary... expectations always travel at higher speeds.

The only things that evolve by themselves in an organization are disorder, friction and malperformance.

John Akers once said that changing IBM's culture was more difficult than getting elephants to dance. Of course it's really difficult, as Lou Gerstner also found out years later. The title of his own book is Who Says Elephants Can't Dance? He and his top executives were change masters at IBM. All organizations, especially the larger ones, will always need change masters. Dissatisfaction with the status quo and efforts to improve it should be encouraged rather than discouraged. Regrettably, that is often not the case.