, which influenced executives to change the way they conducted business, a devout Mormon and leader in the Church of Jesus Christ of Latter-day Saints, died Thursday, January 23 at the age of 67.
He played high school and college basketball and served as a missionary in South Korea in the early 1970s. As an economics undergraduate at Brigham Young University—he turned down acceptance to Harvard and Yale in accordance with his mother’s wish and the result of his own meditations—and met his future wife, Christine Quinn, there. After he graduated from Brigham Young, Christensen became a Rhodes scholar at Oxford University and received an M.B.A. degree at Harvard Business School.
Christensen’s belief was that arrogant status-quo companies stuck in their ways would ignore the scrappy startups. They did this to their own demise, as the underdog newcomers would ultimately gain wide acceptance and dominate their industries. The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail
Today, it seems every newly launched company considers themselves disruptive. The term was freely and casually tossed about to the dismay of Christensen. His definition of disruptive innovation was viewed as a stealth attack on the accepted business standards. Pompous senior-level executives—in their hubris—ridiculed their pint-sized rivals at their peril. These young dynamic companies tapped into a need of their consumers that weren’t met by the bigger players.
I loved his books and lectures.
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