How Will You Measure Your Life?

Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR. (…) [Más…]

Before I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. We have only 10 minutes for you. Tell us what your model of disruption means for Intel.” I said that I couldn’t—that I needed a full 30 minutes to explain the model, because only with it as context would any comments about Intel make sense. Ten minutes into my explanation, Grove interrupted: “Look, I’ve got your model. Just tell us what it means for Intel.”

I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking the lowest end of the market—steel reinforcing bars, or rebar—and later moved up toward the high end, undercutting the traditional steel mills.

by Clayton M. Christensen


Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR. (…) Leer más “How Will You Measure Your Life?”

Column: Redefining Failure

by Seth Godin

We think we know what failure looks like. Products don’t get purchased. Reorganizations make things worse. Shipments aren’t delivered. Speeches don’t get applauded. Things explode. These are the emergencies and disasters that we have nightmares about.

We think that failure is the opposite of success, and we optimize our organizations to avoid it. We install layers and layers of management to eliminate risk and prevent catastrophes. One surefire way we’ve found to avoid failing is to narrowly define what failure is—in other words, to treat almost everything that happens as a nonfailure. If the outcome of our efforts isn’t a failure, there’s no need to panic, is there? Failure creates urgency. Failure gets you fired. Failure cannot stand; it demands a response. But the status quo is simply embraced and, incredibly, protected.


by Seth Godin

We think we know what failure looks like. Products don’t get purchased. Reorganizations make things worse. Shipments aren’t delivered. Speeches don’t get applauded. Things explode. These are the emergencies and disasters that we have nightmares about.

We think that failure is the opposite of success, and we optimize our organizations to avoid it. We install layers and layers of management to eliminate risk and prevent catastrophes. One surefire way we’ve found to avoid failing is to narrowly define what failure is—in other words, to treat almost everything that happens as a nonfailure. If the outcome of our efforts isn’t a failure, there’s no need to panic, is there? Failure creates urgency. Failure gets you fired. Failure cannot stand; it demands a response. But the status quo is simply embraced and, incredibly, protected. Leer más “Column: Redefining Failure”