How do you measure your life, by Clayton Christensen

How do you measure your life in 10 interesting concepts

Story category: Book reading

Story tags: How do you measure your life

1. Disruptive innovation; A disruptive innovation is an innovation that disrupts current market structures, often begins at the lower end of the market and works it itself up till, very often, displaces current market players.

 

2. Two-factor theory; The two-factor theory states that there are certain factors in the workplace that cause people to be motivated and satisfied, while a separate set of factors, called hygiene factors, do not cause motivation when present, but will demotivate people when they are not present.

 

3. Emergent strategies; Emergent strategies are strategies that evolve with the reality of opportunity, problems and change. A deliberate strategy is the strategy you plan, then reality happens and problems arise and opportunities present them selves; this mix leads to an emergent strategy, one that is the result of the interaction between plan, reality and execution.

 

4. Assumption testing; Often organizations think up a strategy and then commit to it with money and energy. Often the first strategy we chose is flawed, that’s where the assumption test comes in. Whenever you make a plan, write down the most critical assumptions, test those and move forward on the results of those tests.

 

5. Your strategy is not what you say it is; Often there is a difference between what we plan and what we do. To see if the strategy is consistently implemented look where the rubber meets the road and see where actual emery and resources are applied.

 

6. Good/bad capital theory; Investors need to be patient for growth, but inpatient for profit. Companies should find a viable strategy as fast as possible with as little investment as possible. When investors are impatient for growth and patient for profit, than the wrong strategy might be pursued (one that is not profitable), investment in growth makes the company large, and large unprofitable companies burn their cash fast (driving them off a cliff).

 

7. Jobs to be done; A lot of companies just think about what they want to sell their customer, and not what job the customer has to get done in order to solve a problem/job they have. Instead of trying to understand the characteristics of the customer, try to understand the job that needs to be done (not a drill but a hole in the wall).

 

8. Capability model; All that make up an organization can be placed in 1 of 3 buckets; 1) resources (people and machines), 2) processes (how things are done), and priorities (culture, rules and policies).

 

9. Right stuff vs Schools of experience; The “Right Stuff” theory assumes an innate ability to excel, and people are born with the right qualities, waiting to be honed by the right circumstances; it correlates skills with success. The “Schools of Experience” asks if people have been in a certain condition, and how they acted when faced with this condition. Did someone wrestle with a certain problem that a person will be of might be confronted with in the new position.

 

10. Culture; Edgar Schein, MIT: culture is a way of working together towards common goals that have been followed so frequently  and so successfully that people don’t even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful. Its created through repetition, holding on to the successes and capturing these in values. Actively shaping the culture helps to put the desired culture in the drivers seat in stead of the heat of the moment or the most dominant manager.

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