By Clayton M. Christensen
"The Innovator's drawback" demonstrates why impressive businesses that had their aggressive antennae up, listened astutely to shoppers, and invested aggressively in new applied sciences nonetheless misplaced their industry dominance. Drawing on styles of innovation in numerous industries, the writer argues that solid company practices can, however, weaken a very good enterprise. He exhibits how really vital, leap forward techniques are frequently before everything rejected via consumers that can't presently use them, major corporations to permit their most crucial recommendations to languish. Many businesses now face the innovator's hassle. holding on the subject of buyers is important for present good fortune. yet long term development and earnings rely on a really assorted managerial formulation. This booklet might help managers see the alterations which may be coming their manner and should convey them tips on how to reply for fulfillment. it really is a part of the "The administration of Innovation and alter" sequence.
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Extra resources for The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change Series)
Example text
Thus, managerial decisions that make sense for companies outside a value network may make no sense at all for those within it, and vice versa. We saw, in chapter 1, a stunningly consistent pattern of successful implementation of sustaining innovations by established firms and their failure to deal with disruptive ones. The pattern was consistent because the managerial decisions that led to those outcomes made sense. Good managers do what makes sense, and what makes sense is primarily shaped by their value network.
7, as I state in the text, represent the capacities “demanded” in each market. In other words, the capacity per machine was not constrained by technological availability. Rather, it represents the selection of hard disk capacity by computer users, given the prevailing cost. NOTES 1. A more complete history of the disk drive industry can be found in Clayton M. Christensen, “The 35 Rigid Disk Drive Industry: A History of Commercial and Technological Turbulence,” Business History Review (67), Winter, 1993, 531–588.
Even IBM, however, addressed the sequence of different emerging markets for disk drives by creating autonomous “start-up” disk drive organizations to address each one. Its San Jose organization focused on high-end (primarily mainframe) applications. A separate division in Rochester, MN, focused on mid-range computers and workstations. IBM created a different organization in Fujisawa, Japan, to produce drives for the desktop personal computer market. 12. This result is very different from that observed by Rebecca M.