Clayton M. Christensen
Paperback | Pages: 286 pages Rating: 4 | 37216 Users | 1048 Reviews
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| Original Title: | The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials) |
| ISBN: | 0060521996 (ISBN13: 9780060521998) |
| Edition Language: | English |
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Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate.Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, "The Innovator's Dilemma" presents a set of rules for capitalizing on the phenomenon of disruptive innovation.
Point Out Of Books The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business
| Title | : | The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business |
| Author | : | Clayton M. Christensen |
| Book Format | : | Paperback |
| Book Edition | : | Deluxe Edition |
| Pages | : | Pages: 286 pages |
| Published | : | January 7th 2003 by Harper Paperbacks (first published 1997) |
| Categories | : | Business. Nonfiction. Entrepreneurship. Management. Leadership. Science. Technology. Buisness |
Rating Out Of Books The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business
Ratings: 4 From 37216 Users | 1048 ReviewsJudge Out Of Books The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business
So, the information, the ideas would make this a five star book. It's a way of thinking that helps ward off obsolescence, a way of thinking that gets people to understand where future disruption may come from. The whole idea: that good management (like, truely good) eventually leads to poor decisions is fascinating.The example: If current customers demand "faster horsers" companies rightly put their energy into faster horses. What the customer says and wants isn't necessarily what's good for theClayton Christensen is to the study of innovation what Thomas S. Kuhn is to science. Kuhn's "normal science" is analogous to Christensen's "sustaining innovation", and "scientific revolutions" is like "disruptive innovations". Kuhn sees progress in science not as the discovery of new phenomena, but as fitting existing "anomalies" into a new "paradigm". Christensen too sees disruptive innovation as finding new markets for existing technologies. I'm sure the analogy can be taken further, but in
Good book dating back from the 90s. The author's theory should be known by anyone in a position to make strategic decisions. To be honest I was skeptical at first about his ideas, but they quickly became obvious as more and more cases were presented.Taking away one star for being superfluous -- half of the book comprises the same few takeaways that are repeated over and over again in the introduction, conclusion, and in between each case study.Taking away one more star for choosing a misleading
The ideas are astounding - a must read, however, the book is quite dense. There is a ton of research behind everything, but the presentation can be a bit redundant/overwhelming. Definitely worth the read - but don't be afraid to skim sections once you've gotten the point.
Good book dating back from the 90s. The author's theory should be known by anyone in a position to make strategic decisions. To be honest I was skeptical at first about his ideas, but they quickly became obvious as more and more cases were presented.Taking away one star for being superfluous -- half of the book comprises the same few takeaways that are repeated over and over again in the introduction, conclusion, and in between each case study.Taking away one more star for choosing a misleading
A good book, but a bit disappointing because totally centred upon business managing. I would like to see the discussion occurring at a lower level, the creative moment, before management decisions. Leave here the five principles stated by Clayton in the book. I generally agree with all of them, being the fifth one the most subjective."Principle #1: Companies Depend on Customers and Investors for ResourcesPrinciple #2: Small Markets Dont Solve the Growth Needs of Large CompaniesPrinciple #3:
The subject of this classic is disruptive technology.With the help of many examples from industry (disk-drives being his main workhorse) the author explains what technologies are likely to disrupt, who is likely to be disrupted, why they are likely to be disrupted and what the choices are that the established players have when presented with disruption. The most important point is that disruption generally comes from the practice of repackaging and marketing already existing, straightforward
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