The Clayton Christensen Innovation Collection (includes The Innovator's Dilemma, The Innovator's Solution, The Innovator's DNA, and the award-winning Harvard ... article "How Will You Measure Your Life?")

If you’re not guided by a clear sense of purpose, you’re likely to fritter away your time and energy on obtaining the most tangible, short-term signs of achievement, not what’s really important to you.

Resources are usually people or things—they can be hired and fired, bought and sold, depreciated or built

Executives who seek to avoid commoditization often rely on the strength of their brands to sustain their profitability—but brands become commoditized and de-commoditized, too

Where the Money Was Made in the PC Industry’s Product Value Chain

Second, the high ratio of fixed to variable costs that often is inherent in the design and manufacture of architecturally interdependent products creates steep economies of scale that give larger competitors strong cost advantages and create formidable entry barriers against new competitors

Modularity has a profound impact on industry structure because it enables independent, nonintegrated organizations to sell, buy, and assemble components and subsystems

Modular architectures help companies to compete on the dimensions that matter in the lower-right portions of the disruption diagram. Companies can introduce new products faster because they can upgrade individual subsystems without having to redesign everything

established products, sold by well-entrenched competitors in large, obvious market applications. Doing this requires enormous amounts of money, and such attempts almost always fail.

The logic of competing against nonconsumption as the means for creating new-growth markets seems obvious. Despite this, established companies repeatedly do just the opposite

Sony’s founder, Akio Morita, was a master at watching what consumers were trying to get done and at marrying those insights with solutions that helped them do the job better