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|Publisher:||Harvard Business Review Press|
|Product dimensions:||6.40(w) x 9.60(h) x (d)|
About the Author
Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at Harvard Business School and the author of seven books, including the bestselling The Innovator’s Dilemma and The Innovator’s Solution. He’s also a five-time recipient of the annual McKinsey Award for Harvard Business Review's best article, including 2010’s “How Will You Measure Your Life?” Christensen is the cofounder of four companies, including the innovation consulting firm Innosight. In 2011, he was named the world's most influential business thinker in the Thinkers50 ranking. Michael E. Raynor, D.B.A., is a director at Deloitte Research, the thought leadership arm of Deloitte & Touche and Deloitte Consulting.
Table of Contents
|1.||The Growth Imperative||1|
|2.||How Can We Beat Our Most Powerful Competitors?||31|
|3.||What Products Will Customers Want to Buy?||73|
|4.||Who Are the Best Customers for Our Products?||101|
|5.||Getting the Scope of the Business Right||125|
|6.||How to Avoid Commoditization||149|
|7.||Is Your Organization Capable of Disruptive Growth?||177|
|8.||Managing the Strategy Development Process||213|
|9.||There Is Good Money and There Is Bad Money||235|
|10.||The Role of Senior Executives in Leading New Growth||267|
|Epilogue: Passing the Baton||285|
|About the Authors||303|
What People are Saying About This
Christensen and Raynor have done a superb job of creating a framework for helping to understand the industry dynamics and for planning your own growth alternatives. (President, Nokia Corporation)
In The Innovator's Solution, Christensen and Raynor address the holy grail of all organizations: how to generate growth and sustain it over long periods. Avoiding the temptation to provide simplistic formulas, they guide the reader through carefully constructed frameworks that teach how to think about the issues that limit-and provide-growth to organizations. (Chairman of the Board, Intel)
A good business book makes managers stop and think. A great business book teaches managers how to stop and think. This is a great book. It is hard to imagine an executive team that would not benefit from devoting an entire day to discussing it. (Chairman and Founder, TCG Advisors)
Singapore, as a small nation, needs to be innovative and sensitive to disruptive changes more than other countries. Christensen and Raynor have provided an excellent framework to reduce the randomness of the innovation process. This framework will help in our effort to nurture an environment conducive for enterprises to create and capitalize on disruptive innovations. (Chairman, Singapore Economic Development Board)
“The process of Low End Disruption is beautifully described in Clayton Christensen’s series of books: The Innovator’s Dilemma, The Innovator’s Solution and The Innovator’s DNA. If you haven’t read them, you should. What’s amazing about these books is not only how important their conclusions are but how well researched they are.” TechCrunch
The Innovator's Solution goes directly to the heart of why large companies have failed to sustain innovation. Christensen and Raynor have a deep insight into the challenges that innovative companies face, and they propose practical, realistic solutions to the dilemmas of innovation. This book will be extremely useful to all managers who are committed to using innovation to sustain their growth. (former Chairman and CEO, Medtronic, Inc.)
Most Helpful Customer Reviews
The dilemma for top-ranking companies is that by doing all of the things that lead to success, they may doom themselves to failure. Disruptive innovations typically debut at the low end of the market or among nonusers, as unprofitable, unpromising and crude products, in comparison to the mainstream standards. Then, established companies make the understandable mistake of ignoring them, only to be overtaken from below. Author Clayton M. Christensen¿s previous classic, `The Innovator¿s Dilemma¿, identified this problem. This subsequent book offers a solution by helping managers identify potentially disruptive innovations, correctly read the market and the competitive environment, and develop a response. This book is not quite as innovative or provocative as its predecessor, but it is a valuable extension of Christensen¿s theory. If you want to know what your company can do about this serious competitive problem, we recommend this solid follow-up.
This appears to offer significant explanatory power relative to other theories, as well as direct leverage for any firm to consider. Since the underlying factors are generally not quantifiable, it's likely that many relevant firms and leaders will miss it.
One of the best on strategy in large corporations
Clayton Christensen and Michael Raynor set the tone immediately by showing that most companies cannot sustain growth and by explaining to readers how stock markets factor in growth in the price of any publicly-traded stock. Growing faster than what stock markets see now and expect in the future is essential to move up a stock price. The resource allocation process is the key culprit in humbling many market leaders when dealing with disruptive innovations. That process typically invites up-market flight rather than head-to-head fight with new market entrants. That flight mechanism is applicable not only to product/service makers, but also to their distributors and retailers. Unlike a sustaining innovation, a disruptive innovation is not compatible with the business model of market leaders. Christensen and Raynor call this behavioral pattern asymmetric motivation. The way out of asymmetric motivation is for the leadership of an established player 1. to frame the disruptive innovation as a threat during the resource allocation process and 2. to shift responsibility for the project to an autonomous organization that has the relevant experience to frame it as an opportunity. The leadership needs to have a clear understanding of the respective impact of resources, processes, and values on what an organization can or cannot accomplish. Resources and processes are often enablers while values often represent constraints. Unlike deliberate processes, emergent processes should dominate when the future is hard to predict and the right strategy is not yet clear. That is especially true at the beginning of a company¿s existence. Once the winning strategy becomes clear, deliberate processes become a must to maximize the changes of success. Christensen and Raynor continue their analysis by sub-dividing disruptive innovations into two categories: new-market disruptions competing with ¿non-consumption¿ and low-end disruptions that go after the proverbial ¿low-hanging fruit.¿ Charting the upward path for a new-market disruption is more daunting because nobody has ever walked the walk. In practice, the distinction between the two types of disruptive innovations is not always clear-cut due to the existence of hybrid disruptions that combine new-market and low-end approaches. Christensen and Raynor also point out that an innovation that passes the new-market or low-end test must be disruptive to all of the significant established players to deserve the label of disruptive innovation. Christensen and Raynor clearly show that new entrants in turn do not escape from the up-market urge. After driving out the last established market player competing in a certain market segment, cut-throat competition forces new entrants to also move up market for greener pastures. Christensen and Raynor also reflect on why an overwhelming majority of new products fail miserably in the market-place. Attribute-based segmentation for which data are often available is the lead explanation for these failures. That type of market segmentation too often ignores the jobs that people and companies need to get done and how a product or service can be ¿hired¿ for that purpose. Targeting a product or service at the circumstances in which the target audience finds itself, rather than at the target itself is the key to success. Christensen and Raynor drive that point home very well with their story about the milkshake doing a different job for a bored commuter and his/her child at different times of the day. Christensen and Raynor blame the counterproductive attribute-based segmentation to 1. fear of focus, 2. senior executives¿ demand for quantification of opportunities, 3. the structure of channels, and 4. advertising economics and brand strategies. Christensen and Raynor pursue their analysis by looking at the traditional distinction between core and non-core competences. Unlike competitiveness that is focused on what a customer values,
Clearly written, the book integrates good theory with examples and case analysis from the past, present, and future. This book will revolutionize how strategy is formulated. But I recommend reading the Innovator's Dilemma first. If you want to read just a few good business books that actually help, read this one, along with the Innovator's Dilemma and 'All the Right Moves' from London Business School profesor Constantinos Markides.
I ordered this for my boss. He read it Tgiving weekend and had one of the assistants buy him 5 more on the following Monday. We're now buying 25 more for senior management, plus another 10 for our board of directors! Gift giving will be easy this year!
Christensen and Raynor explain how innovation can be a predictable process that delivers sustainable and profitable growth. They identify the forces that cause managers to make bad decisions and present their ideas and a new framework to help product developers to create the right conditions, at the right time, for a disrupting-technology to succeed in the company and the market. They provide real-life examples from many different companies that sustain their claims. This is a book that you would really enjoy and the most important thing are the strategies that you can apply in your own project.
Clayton Christensen has created another essential read for understanding the central issues facing the survival of corporations today. It should take its place on your bookshelf along side Christensen's first book ('Innovator's Dilemma'), Foster's 'Creative Destruction', and Watts' 'Slingshot Syndrome: Why America's Leading Technology Firms Fail at Innovation'. All highly recommended.