- Paperback: 304 pages
- Publisher: Capstone (5 May 2006)
- Language: English
- ISBN-10: 1841127175
- ISBN-13: 978-1841127170
- Product Dimensions: 15.6 x 1.7 x 23 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (6 customer reviews)
- Amazon Bestsellers Rank: 23,478 in Books (See Top 100 in Books)
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution Paperback – 5 May 2006
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More About the Author
"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)
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Top Customer Reviews
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.Read more ›
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.Read more ›
Most Recent Customer Reviews
This book is brilliant for those who enjoy analyzing the process and background of innovation. It is a very interesting and easy read.Published on 25 Sept. 2012 by kaj
Crossing the Chasm was the technology marketers Bible in the 1990s. Dealing with Darwin deals brilliantly with the 21st Century realities of maturing and rapidly commoditising IT... Read morePublished on 15 May 2012 by Paul Bevan