The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

Hardback Management of Innovation and Change Series

By (author) Clayton M. Christensen

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Hardback $21.29
  • Publisher: Harvard Business Review Press
  • Format: Hardback | 288 pages
  • Dimensions: 155mm x 234mm x 25mm | 476g
  • Publication date: 5 June 1997
  • Publication City/Country: Boston, MA
  • ISBN 10: 0875845851
  • ISBN 13: 9780875845852
  • Illustrations note: index
  • Sales rank: 118,781

Product description

"The Innovator's Dilemma" demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. It is part of the "The Management of Innovation and Change" series.

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Author information

Clayton M. Christensen, an associate professor of business administration at the Harvard Business School, is the coauthor of numerous articles in journals such as Research Policy, Strategic Management Journal, Industrial and Corporate Change, Business History Review, and Harvard Business Review.

Review quote

"I'd recommend that every business pick up and read Clayton Christensen's The Innovator's Dilemma." -- Forbes.com"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"a holy book for entrepreneurs in Silicon Valley..." -- "Bloomberg BusinessWeek"Named one of "The 25 Most Influential Business Management Books" by "TIME Magazine" (TIME.com)"I came very late to that book ["The Innovator's Dilemma"]. I only read it six months ago. And I haven't stopped thinking of it ever since. - Malcolm Gladwell, FastCompany.com"Clayton Christensen's "The Innovator's Dilemma" (1997) introduced one of the most influential modern business ideas--disruptive innovation--and proved that high academic theory need not be a disadvantage in a book aimed at the general reader." - "The Economist"

Editorial reviews

Books on strategy are most valuable for becoming aware of possibilities that might otherwise never occur to you. This much-praised book by a Harvard Business School researcher does exactly that, debunking the idea that being 'responsive to your customers' is a prescription for success. Responsiveness to customers can prevent a company from reinventing itself, precisely because the best, highest-margin customers continually demand stability in their purchases. Clayton Christensen demonstrates all this through a detailed and fascinating study of the computer disk drive industry, the business equivalent to geneticists' fruit flies (because hard disk technology evolves so quickly). (Kirkus UK)

Table of contents

Part 1 Why great companies can fail: how can great firms fail?; insights from the hard disk drive industry; value networks and the impetus to innovate; disruptive technological change in the mechanical excavator industry; what goes up can't come down. Part 2 Managing disruptive technological change: give responsibility for disruptive technologies to organizations whose customers need them; match the size of the organization to the size of the market; markets that do not exist cannot be analyzed - suppliers and customers must discover them together; technology supply, market demand, and the product life cycle. Part 3 Managing disruptive technological change - a case study of the electric vehicle: managing disruptive technological change - a case study of the electric vehicle.