<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Clayton M. Christensen on SummaryShelf</title><link>https://summaryshelf.app/authors/clayton-m.-christensen/</link><description>Recent content in Clayton M. Christensen on SummaryShelf</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Mon, 03 Aug 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://summaryshelf.app/authors/clayton-m.-christensen/index.xml" rel="self" type="application/rss+xml"/><item><title>The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail</title><link>https://summaryshelf.app/innovators-dilemma/</link><pubDate>Mon, 03 Aug 2026 00:00:00 +0000</pubDate><guid>https://summaryshelf.app/innovators-dilemma/</guid><description>&lt;p&gt;Good management is what destroys great companies. Not complacency or arrogance — the exact practices taught as excellence. Listen closely to your best customers, invest where the margins are, kill projects that don&amp;rsquo;t pencil out, and you will walk your company off a cliff when the wrong kind of technology arrives. &lt;em&gt;Fortune&lt;/em&gt; praised Sears in 1964 — &amp;ldquo;everybody simply did the right thing, easily and naturally&amp;rdquo; — at the moment it was ignoring discount retailing. Digital Equipment starred in the study behind &lt;em&gt;In Search of Excellence&lt;/em&gt; while missing the desktop computer.&lt;/p&gt;</description></item></channel></rss>