Book 110 of 141

    From the library

    The Innovator's Dilemma

    Clayton Christensen, 1997

    In one paragraph

    Christensen explains how established companies can fail by doing everything right, and introduces the theory of disruptive innovation.

    Also tagged

    Innovation
    Strategy

    Where this sits in the operating system

    Inversion Thinking

    Mental Models & Decision Frameworks

    Continuous Improvement Cycles

    Systems Over Goals

    Long-term Compound Thinking

    Mental Models & Decision Frameworks

    Key insights

    Good management causes the failure. Listening to your best customers and investing in the highest-margin work is exactly what leaves the low end open.

    Disruptive technologies start worse on the metrics incumbents care about and improve faster than the market's needs.

    The response is a separate organisation with its own cost structure, because the parent's resource allocation will starve it otherwise.

    Recognise it early

    The failure and the correction sit side by side deliberately. Read the left column asking whether any of it is already true of you.

    What goes wrong

    Applying sustaining innovation approaches to disruptive opportunities

    Principles of good management are like fireapply appropriately

    Expecting disruptive innovations to immediately serve current customers

    Focus on finding right initial market, not perfecting for current customers

    Using existing business model metrics for disruptive innovations

    Create separate success metrics appropriate for different innovation types

    Dismissing simple solutions because they seem inferior

    Disruptive technologies were often technologically straightforward

    Trying to solve large company growth needs with small markets

    Accept small beginnings that can grow into major opportunities

    The same idea, argued differently

    W. Chan Kim, Renée Mauborgne

    Nassim Nicholas Taleb

    Andrew Grove

    The full breakdown

    Before you close this

    Naming the specific moment you will act roughly doubles the odds you do.

    Reference

    Author
    Clayton Christensen
    Published
    1997
    Category
    Business
    HomeLibraryBlogSign In

    We value your privacy

    We use cookies to enhance your experience, analyze site traffic, and personalize content. You can manage your preferences or learn more in our Privacy Policy.