Why Theory?
Because you need more than data to overcome stubborn challenges.
the·o·ry
/ˈTHirē/
A set of principles on which the practice of an activity is based.
Imagine you’re driving to a new destination. Which is more helpful: the view from your rearview mirror or the GPS guiding upcoming turns?
You want to know what’s coming, right? You want to predict the future.
Data vs. Theory
Just as a rearview mirror reflects where you’ve been, data tell us what’s already happened. Email subscribers, website views, etc. — these metrics are all lagging indicators.
If you want to anticipate the future, you need leading indicators and a nuanced understanding of how circumstances will affect outcomes.
Enter: Theory, or a set of principles or system of ideas to explain what causes what and why. Put simply, it’s a lens to look through to explain why something is happening.
Theory is NOT an answer. Rather, it is a mindset or tool to better see a challenge and, based on a prediction of the future, find a more effective solution in the present.
At the Clayton Christensen Institute, we go beyond data and use theory to better understand human behavior, business model innovations, and global market trends toward uncovering the unique insights and mindset shifts that directly influence positive social impact.
Learn more about each of our theories below.
Our Theories
Disruptive Innovation
A process by which a more accessible product or service initially at the bottom of a market then moves upmarket, eventually displacing established competitors.
Jobs to Be Done
A research method applied across a myriad of industries designed for understanding why people change behaviors.
Business Models
A four-box framework that illuminates an organization’s capabilities (what it can or can’t do) and priorities (what it must accomplish).
Modularity
An understanding of how different parts of a system’s architecture relate to one another and consequently affect the development and adoption of that system.
Tools of Cooperation
A framework that assesses stakeholders’ agreement on what the organization’s goals should be and how it can achieve them to effectively manage change.
How do I know which Christensen Institute theory applies to my problem?
Many real-world challenges and opportunities involve more than one theory. But this tool helps you begin in the right place.
Start by choosing the kind of problem you’re trying to solve, whether it’s understanding market changes, finding and serving customers, designing better systems, aligning your organization, or figuring out whether a new idea will really work. Each theory offers a different way to see your challenge and make smarter decisions about what to do next.
The Christensen Institute Theory Finder
Many real-world challenges and opportunities involve more than one theory.
Let’s begin in the right place.
I’m trying to understand who wins and loses in the market—and why some established organizations thrive while others struggle or disappear.
Could my solution or model eventually outcompete established market leaders?
Explore Disruptive Innovation
I need more people to adopt my solution. How can I go beyond traditional marketing to understand what would cause more people to do so?
People should want this… but either they don’t, or I want to ensure they do. What am I missing? How can I improve?
Explore Jobs to Be Done
My solution isn’t as effective as I need it to be, or my solution isn’t scaling quickly enough.
Do all the parts need to work together, or can they stand alone?
Explore Modularity
I’m trying to manage change and need my team to agree on the goals, the plan, or both. I can’t waste time on approaches that aren’t working.
How can I ensure that this change effort doesn’t stall and makes sense to everyone?
Explore Tools of Cooperation
I’m trying to launch or scale something new and don’t want my existing organization to resist—or break—it.
Do we need to improve what we have or build something fundamentally different?
Explore Business Models
About these ideas
These theories were developed and refined by former Harvard Business School professor Clayton Christensen and the researchers at the Clayton Christensen Institute to help leaders, educators, entrepreneurs, and policymakers better understand why change succeeds—or fails—and how to design solutions that actually work.
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