内容简介

In 2010 world-renowned innovation expert Clayton M. Christensen gave a powerful speech to the Harvard Business School's graduating class. Drawing upon his business research, he offered a series of guidelines for finding meaning and happiness in life. He used examples from his own experiences to explain how high achievers can all too often fall into traps that lead to unhappiness.

The speech was memorable not only because it was deeply revealing but also because it came at a time of intense personal reflection: Christensen had just overcome the same type of cancer that had taken his father's life. As Christensen struggled with the disease, the question "How do you measure your life?" became more urgent and poignant, and he began to share his insights more widely with family, friends, and students.

In this groundbreaking book, Christensen puts forth a series of questions: How can I be sure that I'll find satisfaction in my career? How can I be sure that my personal relationships become enduring sources of happiness? How can I avoid compromising my integrity—and stay out of jail? Using lessons from some of the world's greatest businesses, he provides incredible insights into these challenging questions.

How Will You Measure Your Life? is full of inspiration and wisdom, and will help students, midcareer professionals, and parents alike forge their own paths to fulfillment.

作品目录

作者简介

CLAYTON M. CHRISTENSEN is the Kim B. Clark Professor at Harvard Business School, the author of seven books, a five-time recipient of the McKinsey Award for Harvard Business Review's best article, and the cofounder of four companies, including the innovation consulting firm Innosight. In 2011 he was named the world's most influential business thinker in a biennial ranking conduc...

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精彩摘录

对于生活的基本问题并不存在所谓的特效药和快速解决方法。好的理论可以帮助我们进行归类和解释，最重要的是帮助我们作出预测。……理论如此有价值的原因：它能解释将要发生什么，甚至在你亲身经历之前就能告诉你将要发生的情况。如果我们不能超越眼前，放眼未来，就只能依靠机遇，依靠眼前的生活来引导我们了。

——引自章节：全书

你醒着的大部分时间都花在工作上，超过生活中任何事情所花的时间，这种妥协会慢慢侵蚀你的心灵。因此，你不要任由自己向命运低头。「重点」是你做决策时的核心标准，即职业中对你而言最重要的是什么。问题是我们在工作中考虑最多的事情，通常与真正让我们感到幸福的事情不一致。更为糟糕的是，往往直到为时已晚，我们才注意到这种不一致。「重点」「根据机遇权衡计划」「分配资源」三者结合起来就形成了我们行动的战略，这个过程是连续的。战略形成后，我们依旧会继续认识新事物，遇到新问题，面临新机遇。信息会不断反馈，整个周期不断循环。

——引自章节：全书