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The Innovator's Solution: Creating and Sustaining Successful Growth (精装)
by Clayton M. Christensen, Michael E. Raynor
| Category:
Strategy, Innovation, Management |
| Market price: ¥ 318.00
MSL price:
¥ 278.00
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| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A critical tool to understand and succeed with disruptive innovation. |
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AllReviews |
1 2   | Total 2 pages 14 items |
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Andy Grove (Chairman, Intel) (MSL quote), USA
<2006-12-28 00:00>
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 readers through a carefully constructed framework that teach how to think about the issues that limit – and provide – growth to organizations. |
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Pekka Ala-Pietila (President, Nokia) (MSL quote), USA
<2006-12-28 00:00>
Christensen and Raynor have done a superb job of creating a framework for helping to understand industry dynamics and for planning your own growth alternatives. |
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Teo Ming Kian (Chairman, Singapore Economic Development Board) (MSL quote), USA
<2006-12-28 00:00>
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. |
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Geoffrey Moore (Chairman and founder of TCG Advisors, and author of Crossing the Chasm) (MSL quote), USA
<2006-12-28 00:00>
A good business book makes mangers 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. |
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Bill George (former Chairman and CEO, Medtronics Inc.) (MSL quote), USA
<2006-12-28 00:00>
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. |
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Derrick Peterman (MSL quote), USA
<2006-12-28 00:00>
I rate business books on how well they help me understand the business and industry I work in, and at that score, I found The Innovator's Solution to be an extremely valuable book. It builds upon Clayton Christensen's previous book, The Innovator's Dilemma, which showed the paradox that well managed companies that listen to customers, and target the most attractive markets are often blind sided by disruptive change.
While The Innovator's Dilemma described the phenomena, The Innovator's Solution is the business playbook to capitalize on it. The authors categorize business innovations into two types: Sustaining innovations target demanding, high-end customers with better performance than previously available, and disruptive innovations that introduce a product or service to new or less demanding customers, usually by providing a new level of convenience, or similar performance at a lower price.
Christensen and Raynor argue that both innovations are important to companies, although disruptive innovations are the ones that have the greater potential for growth. Unfortunately, disruptive innovations are difficult to identify, and as the authors demonstrate, often are not properly confronted and dealt with by managers. This book shows how businesses can identify the nature of innovations, and how best to allocate resources and plan strategically depending on whether an innovation is sustaining or disruptive.
The authors draw on a large body of case histories and business theory to present a compelling case. It differs from most business books by establishing a model, and then testing the predictions and limits of the model. For that reason alone, it is more valuable than the typical management book, which simply documents what was successful elsewhere, without a real analysis as to the reasons and limitations of this success.
I work in sales and marketing for a niche optical test and measurement company and this book allowed me to identify the sustaining and disruptive innovations occurring in this industry. The Innovator's Solution will help me to make my company more successful, and I expect it will have the same effect for you.
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Gordon Graham (MSL quote), USA
<2006-12-28 00:00>
Christensen and Raynor argue that growth is not only to be found in sustaining innovation strategies (i.e. incremental improvements made to existing products for a firm's current most profitable customers); but also through disruptive innovation strategies (i.e. seeking out ways of developing, often simpler products targeted at over-served customers, non-users, or both).
Christensen and Raynor stress that the challenges facing many CEOs today are managing the two types of innovation strategy simultaneously within the same firm; and being able to resist the forces such as resource allocation criteria that force companies to maintain sustaining innovation strategies in industries that may be displaying signs of imminent disruption.
This book is excellent if you wish to understand the forces that can drive or hinder a firm's growth with numerous real-life examples throughout the text. |
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Anil Bhat (MSL quote), USA
<2006-12-28 00:00>
Let me begin with what this book is not about.
The Innovator's Solution, authored by Clayton Christensen and Michael Raynor, is not for the marketing folks who implement the 4Ps and perform market research everyday. If you are one of them, you may think that this book gives you nothing more than mundane theory and no real solutions. There is no doubt that the real world is more complicated. That's why Christensen & Raynor show the way to find a solution, not give the solution on a platter.
I believe this book is mainly for those innovators who are good in product development, but do not know much about marketing. This book is also for executives of established companies, which are struggling to achieve growth in spite of their efforts. This book is for market strategists.
Some of us may argue that theory has no use in the real world. The authors of this book have formed theories after drawing conclusions from the real world. Marketing professionals and innovators may have heard about disruptive technologies or circumstances, but may not know what really differentiates a disruptive innovation from a sustaining innovation.
The Innovator's Solution explains how markets need to be segmented by the circumstances in which customers find themselves rather than customers themselves. There is a big difference. Segmenting by circumstances is associated with various uses or functions customers expect from a product, while customer segmentation is restricted to demographics. One hitch in this theory is that while markets could be segmented in this fashion, it would be tough to quantify revenues and profitability of certain products based on circumstances. For example, data on the various actual uses of communication products and services could be collected much more easily than the various uses of milkshakes.
Should a company enter an established market as a low-end disruptor by attracting overserved customers? Or, should it compete against non-consumption by attracting customers who have otherwise never used the product or service? These are the questions the authors help you find answers to.
Christensen and Naylor also give tips on how to garner resource commitments for disruptive innovations by established companies. If this book helps established companies and innovators understand why so many good ideas fail in the market, it is safe to say that the authors have done their job effectively. |
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Rolf Dobelli (MSL quote), USA
<2006-12-28 00:00>
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. |
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B. Shenoy (MSL quote), India
<2006-12-28 00:00>
This book is an extension of the concepts in Christensen's earlier book The Innovator's Dilemma in its attempt to help managers put theory into practice. Though it is advisable to read The Innovator's Dilemma before reading this book, Christensen and Raynor have brought out the fundamentals of "Disruptive Innovations" very clearly in the initial chapters, both as a refresher and reinforcement.
While the concept of disruptive innovation cuts across industries , the principles of harnessing the power of such disruptions are equally applicable across various disciplines of management. It is here that the book is a clear winner. It provides solution frameworks for design, manufacturing, distribution, organizing and financing of successful strategies of disruption.
Companies have been constantly grappling with the problem of managing and sustaining growth. Growth is the agenda point # 1 for CEOs of publicly held companies. Big companies have the capacity to attract the best talent and invest large sums of money in growth opportunities, but bigness creates the problem of "stalling" since innovations that address small markets get eliminated in the resource allocation process. A 5 billion dollar company needs 1 billion dollars in growth while a 50 billion dollar company needs a 10 billion dollar opportunity to achieve the same rate of growth. Simple arithmetic, but a very tough situation. Consider the fact that between 1955 and 1995, of the 172 companies that were on the list of 50 biggest companies, only 5 percent were able to sustain inflation adjusted growth of 6 percent. Even across shorter time spans, the number of companies achieving double digit growth rates is in single digits. Size and success suddenly become liabilities of large companies.
Conventional market research techniques fail to unearth the potential for markets that do not exist. Disruptive innovations are targeted at exploiting the markets of products that are "good enough" or are competing against "non consumption". The concept of "hiring products for jobs to do" under the "categorization of circumstances" is bound to generate good debates on how we analyze and size market opportunities. MBA classrooms and corporate boardrooms will be intellectually challenged by this concept and its impact on the resource allocation process.
The authors have used the graphical framework of plotting performance trajectories and customer needs to further analyze the implications for product design and supply chain decisions. The distinction between modular and interdependent architectures and inputs for organizational structure emerging from this framework is an example.
Soft issues on managerial and leadership capabilities, attitudes of investors towards profitability and growth are also discussed.
References at the end of each chapter themselves provide a quick summary of some very interesting theories and findings from other researchers that have been utilized effectively in this book.
This book can lead to excellent research in many industry verticals. In the auto industry for example, what would be the trajectories for fuel cell and battery powered vehicles ? What strategies should car manufacturers adopt on outsourcing of components ? Where would the profits of the industry flow ? What should be the profile of managers who would be leading this transition ?
You have a choice to exercise. Either read this book or regret later.
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1 2 | Total 2 pages 14 items |
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