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Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) Hardcover – 19 Nov 2013

4.4 out of 5 stars 72 customer reviews

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  • Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)
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  • Innovator's Solution, Revised and Expanded: Creating and Sustaining Successful Growth
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  • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)
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Product details

  • Hardcover: 256 pages
  • Publisher: Harvard Business Review Press; Reprint edition (19 Nov. 2013)
  • Language: English
  • ISBN-10: 142219602X
  • ISBN-13: 978-1422196021
  • Product Dimensions: 2.5 x 16.5 x 24.8 cm
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (72 customer reviews)
  • Amazon Bestsellers Rank: 57,491 in Books (See Top 100 in Books)
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Product description

Amazon Review

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 Paperback edition.

Review

"seminal book" -- Huffington Post


A "Wall Street Journal" and "Businessweek" bestseller. Named by "Fast Company" as one of the most influential leadership books in its Leadership Hall of Fame.
His book, one of the most significant business books of the past 50 years, became a mammoth bestseller, and its title entered the language. "Fortune" magazine
Christensen s "The Innovator s Dilemma" is the foundational read for managing disruptive innovation. Steve Blank, Silicon Valley serial-entrepreneur and academician, as seen in "strategy+business" magazine
This is an important read, even if you re at the very early stages of growing a startup. Drew Houston, CEO, Dropbox
Praise for "The Innovator s Dilemma" and Clayton M. Christensen
"Forbes"
[Clayton Christensen is] one of the most influential business theorists of the last fifty years.
"The Financial Times"
"The Innovator s Dilemma" achieves a rare feat: It is at once a satisfying intellectual solution to a long-standing business puzzle and a practical guide for executives and investors.
"Wired"
. . . Required reading in Silicon Valley, where it has been championed by the likes of Steve Jobs, George Gilder, and Andy Grove.
"The Huffington Post"
A seminal book.
"Bloomberg Businessweek"
A holy book for entrepreneurs in Silicon Valley . . .
"Fortune"
The notion of disruptive technology is one of the timeliest ideas of the Internet age. Coined by Harvard Business School professor Clayton Christensen, it s at the heart of his influential book "The Innovator s Dilemma."
"

A Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame.

"His book, one of the most significant business books of the past 50 years, became a mammoth bestseller, and its title entered the language." -- Fortune magazine

"Christensen's The Innovator's Dilemma is the foundational read for managing disruptive innovation." -- Steve Blank, Silicon Valley serial-entrepreneur and academician, as seen in strategy+business magazine

"This is an important read, even if you're at the very early stages of growing a startup." -- Drew Houston, CEO, Dropbox

Praise for The Innovator's Dilemma and Clayton M. Christensen

Forbes
"[Clayton Christensen is] one of the most influential business theorists of the last fifty years."

The Financial Times
"The Innovator's Dilemma achieves a rare feat: It is at once a satisfying intellectual solution to a long-standing business puzzle and a practical guide for executives and investors."

Wired
." . . Required reading in Silicon Valley, where it has been championed by the likes of Steve Jobs, George Gilder, and Andy Grove."

The Huffington Post
"A seminal book."

Bloomberg Businessweek
"A holy book for entrepreneurs in Silicon Valley . . ."

Fortune
"The notion of 'disruptive technology' is one of the timeliest ideas of the Internet age. Coined by Harvard Business School professor Clayton Christensen, it's at the heart of his influential book The Innovator's Dilemma."

See all Product description


Customer Reviews

Top Customer Reviews

By R de Bulat TOP 500 REVIEWERVINE VOICE on 20 April 2013
Format: Hardcover Verified Purchase
This book explains the double edged sword of innovation. One the one hand, why large organisations find it hard to tackle the disruptive innovations of new businesses and why leaders of new markets, having grown large on innovation, succumb to the next new thing, especially in technology. Christensen tackles the problems and offers some solutions, but I was particularly interested in the book from the point of view of a small business owner trying to compete with larger and richer organisations in my field of work. From my perspective, this book is encouraging and useful as a guide to how being small and flexible, especially in times of change, it is possible to enter new markets, providing services that larger organisations cannot replicate, or have no interest in replicating due to low profit margins. The book is squarely aimed at managers in large organisations, rather than small business, so it is not a straightforward process of reading it for great business advice, but I found it stimulating and informative - well researched and supported by data evidence and case studies. I am sure that it is useful for anyone studying business management, but it may just help the little guy find a way to take on the bigger organisations and win.
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Format: Paperback Verified Purchase
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Format: Hardcover
Not quite as easy to read as I would have liked. Christensen describes some very interesting & plausible theories, but is somewhat confined into employing the computer disk industry as the rapidly changing example which both demonstrates & proves his theories, and its not necessarily the most exciting case material. Other products only get a minor look-in.
What I did like is how he covers the footnotes at the end of each Chapter - so if they don't interest you, you can skip over them, but if they do interest you, then you don't have to struggle to the back of the book. I wish more authors & publishers would use that technique.
One quibble - given his Economics background - of course there are plenty of graphs, and 99% of them are straight lines - there are no time dependent variances in his world.
Read this before you read the Innovators Solution.
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Format: Audio Cassette
To summarize the book is easy - it presents a simple and coherent view and model to explain why large companies must change tactics when confronted with new technologies. In essence a simple, clear and perhaps self-evident message: Large corporations must work differently in new markets, as opposed to improving the offering to it's existing market. It gives some ideas about why this is so: Internal funding goes to large projects than can afffect this or next years sales, initially small markets will not satisify a large company's need for short term growth, by definition new markets cannot be adequately researched and planned for etc. The big problem I have with the book is unfortunately the factual basis for most theories, Mr. Christensen uses the hard drive industry as prime example, because it happens to have the best data available. I find this similar to the story about the person looking for a lost key below a street light, and when asked how the key was lost answered "It was lost over there in the dark, but it is much easier to look here in the light". The successive generation of smaller and smaller hard drives seem too trivial an example industry for the general theory. Fortunately there are some less researched cases used as examples as well, and they do illustrate the points quite well. Personally I do agree with the author's conclusions - I just don't think that they are academically proven by using the hard disk industry as an example. Just to make it easy - why is it that Intel is still going strong in processors; it seems a pretty similar industry with at least as fast generation shifts? Finally the book is slight overweight for the rather lightweight message, but it is an easy read.
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Format: Hardcover
This is a book is about successful, well-led companies -often market leaders- that carefully pay attention to what customers need and that invest heavily in new technologies, but still loose their market leadership suddenly. This can happen when disruptive technologies enter the stage. Most technologies improve the performance of existing products in relation to the criteria which existing customers have always used. These technologies are called sustaining technologies. Disruptive technologies do something different. They create an entirely new value proposition. They improve the performance of the product in relation to new performance criteria. Products which are based on disruptive technologies are often smaller, cheaper, simpler, and easier to use. However, the moment they are introduced, they can not at once compete against the traditional products and so they cannot directly reach a big market. Christensen researched how disruptive technologies have developed in the computer disk industry, an extremely rapid evolving industry. He identified six steps in the emergence of disruptive technologies:
1. Disruptive technologies often are invented in traditional large companies. Example: at Seagate Technology, the biggest producer of 5,25 disks, engineers in 1985 designed the first 3,5 disk.
2. The marketing department examines first reactions from important customers to the new technology. Then they notice that existing customers are not very interested and they conclude that not a lot of money can be made with the new product. Example: this is what happened at Seagate. The 3,5 disk's were put upon the shelf.
3. The company keeps on investing in the traditional technology.
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