Sublime

This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

Companies see products all around them made by other companies and decide to copy or acquire them. But in doing so, companies often end up trying to create many products for many customers—and lose focus on the job that brought them success in the first place.7 Worse, trying to do many jobs for many customers can confuse customers so they hire the

An entrepreneur can’t benefit from macro-scale insight unless his own plans begin at the micro-scale.

Processes and values define how resources—many of which can be bought and sold, hired and fired—are combined to create value.

The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements.

Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use.

Clayton Christensen wrote about the innovator’s dilemma, where companies defend their turf rather than disrupting it. Almost by definition, they’re trying to get the most ROI out of products they’ve created rather than disrupting their industry with something totally new.

Resources are what he uses to do it, processes are how he does it, and priorities are why he does it.

find ways to quickly, and with as little expense as possible, test the validity of the most important assumptions.