How Will You Measure Your Life? Dont grant your best business thinking for your career. [ BY C L AY TO N M . C H R I STE N S E N ] EDITORS NOTE: When the members of the coterie 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. Theyve spent the past deuce years recalibrating their worldview and their de?nition of success. The students seem highly aware of how the world has changed (as the take in of views in this article shows). In the spring, Harvard Business Schools gradu- ating class asked HBS professor Clay Christensen to address themâ"but non on how to commit 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 take over helped him ?nd meaning in his own life. Though Christensens thinking comes from his deep religious faith, we believe that these are strategies anyone lot use. And so we asked him to share them with the prevailers of HBR. 46 Harvard Business Review July lordly 2010 HBR.ORG Before I published The Innovators 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 proceedings for you. Tell us what your model of disruption means for Intel. I said that I couldntâ"that I needed a full 30 transactions 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, Ive got your model. Just tell us what it means for Intel. I insisted that I needed 10 much minutes to describe how the process of... If you want to get a full essay, order it on our website:
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