Top positive review
18 people found this helpful
An excellent read about troubles in new markets
on 20 November 2000
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.