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In The Innovator's Dilemma, author Clayton M Christensen shows what the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common. They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies.
At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. --Harry C Edwards --This text refers to the Hardcover edition.
From Booklist
The author, an associate professor at Harvard Business School, asks why some well-managed companies that stay on top of new technology and practice quality customer service can still falter. His own research brought a surprising answer to that question. Christensen suggests that by placing too great an emphasis on satisfying customers' current needs, companies fail to adapt or adopt new technology that will meet customers' unstated or future needs, and he argues that such companies will eventually fall behind. Christensen calls this phenomenon "disruptive technology" and demonstrates its effects in industries as diverse as the manufacture of hard-disk drives and mass retailing. He goes on to offer solutions by providing strategies for anticipating changes in markets. This book is another in the publisher's Management of Innovation and Change series. David Rouse
--This text refers to the
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WHEN I BEGAN my search for an answer to the puzzle of why the best firms can fail, a friend offered some sage advice. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
WHEN I BEGAN my search for an answer to the puzzle of why the best firms can fail, a friend offered some sage advice. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most helpful customer reviews
2 of 2 people found the following review helpful
5.0 out of 5 stars
Good companion for "Crossing the Chasm",
By
This review is from: The Innovator's Dilemma (Paperback)
Clayton Christensen breaks technology developments into two groups. "Sustaining" technology improvements are those which seem to be in line with the needs of the current customers. The "Disruptive" technology developments are those which don't immediately seem to meet the established customer's demands. The basic problem is that often the large companies get blindsided by disruptive technology, and they either don't react, or react too late. Normally someone will figure out a slightly new market for the disruptive technology, improve the basic process, drive down the costs, and then go after the more established markets.Clayton shows how this model applies to a number of different industries over the last hundred years. He has a lot of hard data from the Disk Drive industry, but he mentions a number of other industries which underwent fundamental changes, and shows how the old companies were not able to adapt to the changes. "The Innovator's Dilemma" and "Crossing the Chasm" go well together. They are addressing many of the same issues from different perspectives. Clayton Christensen is looking at changes in the market place from the point of view of the large established companies, while Geoffrey A. Moore is coming from the other direction, that of a small startup company with some new cool technology. Clayton is more concerned with technology, while Geoffrey is focused on more on marketing issues. This is a very well written book, good for anyone in business. It reads well, and I found it very thought provoking. There are a lot of good ideas here.
1 of 2 people found the following review helpful
1.0 out of 5 stars
Awful!,
By A Customer
This review is from: The Innovator's Dilemma (Paperback)
This could hardly make enough material for a 2-pager. I can't believe people rate this as excellent. I want what the rest of them are smoking.
1 of 1 people found the following review helpful
4.0 out of 5 stars
MBA Postgrad. Curriculum for Successful Strategic Managers,
By Karen K. Pepperdine Doctoral Student, Ed. Tech. (Malibu, CA United States) - See all my reviews
This review is from: The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Hardcover)
Christensen's presentation of technology and the distinct differences of the impact that a "disruptive" technological innovation on general business management processes is nothing less than profound. He hits on the idea that running a business, with a known market and customer base, has very specific tactical management techniques that need to be applied in order to be a market leader. He develops the notion that a disruptive technology which may eventually be utilized in an existing market should first be placed into the hands of adopters that may live outside the traditional market. This is a very eye opening read for anyone in an industry that experiences technological innovation. His analysis provides useful tools that are not adequately covered by traditional MBA course curricula. Some of these observations would lead managers to first stop and identify the type of technological innovation that they are attempting to manage and develop, specifically whether it is a market sustaining technological innovation or a disruptive technological innovation that is not yet mature enough to be attractive to the existing and well understood market. A true boot camp presentation for MBA graduates who desire to augment their skills in order to be successful in an era with short product lifecycles and perpetual emergence of applications for fresh and potential underdeveloped technologies.
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