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Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution Paperback – 27 May 2008


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--This text refers to an alternate Paperback edition.


Product details

  • Paperback: 281 pages
  • Publisher: Portfolio; Reprint edition (27 May 2008)
  • Language: English
  • ISBN-10: 159184214X
  • ISBN-13: 978-1591842149
  • Product Dimensions: 14.2 x 2.1 x 21.7 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: 2,163,369 in Books (See Top 100 in Books)

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Review

"has some interesting insights into global market trends." ( EN Magazine , September 2006) "The book offers a framework for companies to locate themselves on the lifecycle curve before they draw their innovation strategy." ( Gulf Business , October 2006) "…a good read for anyone who needs to recognise how to develop a competitive advantage through creative and innovative practices..." ( Edge , November 2006) "colourful, ambitious, thoughtful....provocative and credible enough to be worthy of Moore′s famous predecessors." ( Information Age , December 2006) an unashamedly challenging book...but one worth the effort." ( Manager , December 2006) --This text refers to an alternate Paperback edition.

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First Sentence
The economic argument in favor of innovation focuses on pricing power. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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9 of 10 people found the following review helpful By Robert Morris TOP 500 REVIEWER on 22 Dec 2005
Format: Paperback
Those who have read one or more of Moore's previous books (notably Inside the Tornado, Crossing the Chasm, and Living on the Fault Line) already know what a clear thinker and eloquent writer he is on the subject of high-tech markets, especially in terms of formulating appropriate strategies and tactics at a time when ever-accelerating change is the only constant within those dynamic markets. In Dealing with Darwin, he develops in much greater depth his response to this question: "How do great companies innovate at every phase of their evolution?" He is convinced (as am I) that there is a process of natural selection which determines why some companies prosper and most others do not.
Moore cites the concept of value disciplines which Michael Treacy and Fred Wiersema first introduced in their brilliant book, The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. He then identifies four clusters of innovation zones: Product Leadership, Customer Intimacy, Operational Excellence, and Category Renewal. The challenge for decision-makers in any organization (regardless of its size or nature) is to select innovation zone in which to establish and sustain "break away" separation from its competitive set. Moore suggests that this decision be made in terms of three factors:
1. Core competence: different organizations have different assets to exploit)
2. Competitive analysis: different sets of competitive leave different openings to exploit
3. Category maturity: Different stages of the category-maturity life cycle reward different forms of innovation
Moore acknowledges an "odd pairing" of innovation leadership at the top with innovation "bubbling up from the bottom." Initiatives from both must be in proper alignment.
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1 of 1 people found the following review helpful By Niklas Kari VINE VOICE on 21 Jan 2007
Format: Paperback
Geoffrey Moore has once again managed to write an insightful and convincing book with many original ideas. Similarly as in his earlier books, he builds from the product life-cycle model and in this book the focus is on managing innovations across the life-cycle. The book creates a taxonomy of 14 different types of innovations in different stages of product evolution as well as provides practical advice on how to select appropriate innovations and then execute them efficiently.

The book is based on three simple ideas explained in the first part of the book. Firstly, innovation is not automatically valuable - you need to focus innovation activity to create the differentiation needed for competitive advantage. Secondly, innovation does not become less important as products matures, rather the nature of innovation changes. Finally, there are two main company architectures - complex systems and volume operations - which require distinctly different way to create innovations in organisations.

The remainder of the book focuses on two issues: (1) how to innovate, and (2) how to manage inertia. Different types of innovations are valid depending on how mature your product category is. The ideas here are partly the same as in Moore's earlier books such as Crossing the Chasm and Living on the Fault Line. The second issue on how to mange inertia provides more new ideas - at least for me - on how companies can think about their internal resource allocation and innovation management.

I liked this book very much for several reasons. Compared to earlier books of Geoffrey Moore, Dealing with Darwin provides a relatively holistic view as the framework is suitable to companies with different structures, industries, and product maturity.
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1 of 1 people found the following review helpful By Rolf Dobelli TOP 500 REVIEWER on 13 Sep 2006
Format: Hardcover
In a competitive, capitalist economy, nothing is more prized than the whiz-bang invention, the why-didn't-I-think-of-that product or service that defines a market, delights consumers and gushes profits. Yet for all the ink spilled over innovation, remarkably few businesspeople understand exactly how to mint revolutionary new products. Innovation expert Geoffrey A. Moore delves under the hood of the new economy to create this roadmap to creative thinking. Although the text at times bogs down in jargon and a dizzying degree of detail, he cites plenty of sharp real-world examples, including an inside view of Cisco Systems. We recommend this user's manual to innovation to anyone who thinks that survival is not an end goal, but just a place to get started.
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