In this revolutionary bestseller, innovation expert Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership—or worse, disappear altogether. And not only does he prove what he says, but he tells others how to avoid a similar fate. Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices.
Find out: When it is right not to listen to customers. When to invest in developing lower-performance products that promise lower margins. When to pursue small markets at the expense of seemingly larger and more lucrative ones. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. The bestselling classic on disruptive innovation, by renowned author Clayton M.
In this classic bestseller—one of the most influential business books of all time—innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership. Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices.
A thought-provoking analysis of the new business paradigm shows how firms that do "everything right" can nevertheless fail because of new technologies and disruptions in the market structure. So much to read, so little time? It was first published in and remains an influential text for its descriptions of the reasons that some of the most successful firms in a given business often rapidly lose market share to new challengers.
Large companies that spend millions on research and development often fail to effectively confront challenges posed by innovation. Traditional business practices such as conducting strategic planning and paying close attention to customer needs are insufficient for negotiating disruptive innovations in the market. Business managers must be prepared to confront this paradox.
Rather than specific suggestions, they require a theoretical framework to manage the impact of disruptive innovation on established firms. We read every chapter, identify the key takeaways and analyze them for your convenience. Examines how companies can create a balance between marketing cutting-edge technology and anticipating customer demand.
A seminal work on disruption—for everyone confronting the growth paradox. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine.
The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas—and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. But he also believes that these models can help people lead better lives. In this award-winning Harvard Business Review article, he explains how, exploring questions everyone needs to ask: How can I be happy in my career?
How can I be sure that my relationship with my family is an enduring source of happiness? But now any business can be devastated virtually overnight by something better and cheaper. How can executives protect themselves and harness the power of Big Bang Disruption?
But as smartphones exploded in popularity, free navigation apps exceeded the performance of stand-alone devices. Eighteen months after the debut of the navigation apps, leading GPS manufacturers had lost 85 percent of their market value.
Consumer electronics and computer makers have long struggled in a world of exponential technology improvements and short product life spans. But until recently, hotels, taxi services, doctors, and energy companies had little to fear from the information revolution.
Those days are gone forever. Software-based products are replacing physical goods. And every service provider must compete with cloud-based tools that offer customers a better way to interact. Worse, Big Bang Disruptors may not even see you as competition. You may simply be collateral damage in their efforts to win completely different markets. The good news is that any business can master the strategy of the start-ups.
They identify four key stages of the new innovation life cycle, helping you spot potential disruptors in time. Based on extensive research by the Accenture Institute for High Performance and in-depth interviews with entrepreneurs, investors, and executives from more than thirty industries, Big Bang Disruption will arm you with strategies and insights to thrive in this brave new world. Or at work, have you had what you thought could be a big idea for your company—perhaps changing the way you develop or distribute a product, provide customer service, or hire and train your employees?
To date these tools have helped entrepreneurs, designers, and software developers manage uncertainty—through cheap and rapid experiments that systematically lower failure rates and risk. But many managers and leaders struggle to apply these powerful tools within their organizations, as they often run counter to traditional managerial thinking and practice. Authors Nathan Furr and Jeff Dyer wrote this book to address that very problem.
They show when and how to apply the tools of their method, how to adapt them to your business, and how to answer commonly asked questions about the method itself, including: How do we know if this idea is worth pursuing? Have we found the right solution? What is the best business model for this new offering? Bold is a radical how-to guide for using exponential technologies, moonshot thinking, and crowd-powered tools to create extraordinary wealth while also positively impacting the lives of billions.
A follow-up to the authors' Abundance Skip to content. The Innovator s Dilemma. Author : Clayton M. The Innovator s Dilemma Book Review:. The Innovator s Solution. The Innovator s Solution Book Review:. Competing Against Luck. Competing Against Luck Book Review:. Lead and Disrupt. Author : Charles A. Lead and Disrupt Book Review:. The Disruption Dilemma. The Disruption Dilemma Book Review:. The Innovator s DNA. Mechatronics with Experiments. Mechatronics with Experiments Book Review:. Silicon Valley Start ups and Corporate Innovation.
Democratizing Innovation. Democratizing Innovation Book Review:. The Invisible Advantage. The Invisible Advantage Book Review:. The Innovator s Guide to Growth. Author : Scott D. Anthony,Mark W. Johnson,Joseph V. Sinfield,Elizabeth J. Author : Clayton Christensen,Jerome H. Grossman,Jason D. Big Bang Disruption. Big Bang Disruption Book Review:. The Innovator s Method. Focusing on "disruptive technology" -- the Honda Super Cub, Intel's processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave.
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. Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked-about books of our time -- and one no savvy manager or entrepreneur should be without.
So much to read, so little time? It was first published in and remains an influential text for its descriptions of the reasons that some of the most successful firms in a given business often rapidly lose market share to new challengers.
Large companies that spend millions on research and development often fail to effectively confront challenges posed by innovation. Traditional business practices such as conducting strategic planning and paying close attention to customer needs are insufficient for negotiating disruptive innovations in the market.
Business managers must be prepared to confront this paradox. Rather than specific suggestions, they require a theoretical framework to manage the impact of disruptive innovation on established firms.
We read every chapter, identify the key takeaways and analyze them for your convenience. But he also believes that these models can help people lead better lives. In this award-winning Harvard Business Review article, he explains how, exploring questions everyone needs to ask: How can I be happy in my career?
How can I be sure that my relationship with my family is an enduring source of happiness? And how can I live my life with integrity? A seminal work on disruption—for everyone confronting the growth paradox. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine.
The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas—and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed.
This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Examines how companies can create a balance between marketing cutting-edge technology and anticipating customer demand.
Christensen introduced the world to the revolutionary principles of disruptive innovation--new rules for doing business in a rapidly changing environment. This business classic shows how even the most outstanding companies can do everything right—yet still lose market leadership.
Every thoughtful business person--no matter your level or industry—should read this book to avoid a similar fate. It allows you to have the essential ideas of a big book in less than 30 minutes. This is not due to a lack of skills on their part. On the contrary, it is their scrupulous respect of management rules that prevents them from adapting in time.
This paradox requires a new approach, taking into account the specificities of certain innovations. In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitable—a natural part of "creative destruction. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains.
Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. Tushman know they can! The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma.
They contrast these luminaries with companies which—often trapped by their own successes—have been unable to adapt and grow.
Drawing on a vast research program and over a decade of helping companies to innovate, the authors present a set of practices to guide firms as they adopt ambidexterity.
Top-down and bottom-up leaders are key to this process—a fact too often overlooked in the heated debate about innovation.
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