- File Size: 1168 KB
- Print Length: 237 pages
- Page Numbers Source ISBN: 0875845851
- Publisher: Harvard Business Review Press; 1st edition (April 30, 1997)
- Sold by: Amazon Digital Services, Inc.
- Language: English
- ASIN: B004OC07GM
Celebrity Appraises
"(this)...... A history book about innovation since, most profound, the most practical book...... Changes in the development of some industries were sharp and detailed analysis...... Christensen shows outstanding management did not protect an existing business is not affected by what he said 'destructive' influence.
-- George Gilder's "author" Technical Report
"A clear point of view, the analysis of the place -- but enough to let you be on tenterhooks."
-- founder Andy Grof Intel
"Since Clayton proposed the destructive theory, appears in each a proposal on the table I have claimed to be 'destructive'."
-- Bill Gate
Book Description
This book is about in the face of market and technology changes of some type, the company is unable to maintain its leading position in their respective industry causes. Are talking about here is not any general company, but what is known for its expertise in the management of the company. They are most managers envy and try to emulate company, is known for a strong innovation and implementation capabilities of the company. These companies cannot avoid difficulties, but also may be out of the woods.
In this book, the author shows us the common Honda SuperCub motorcycle technology, Intel 8088 chip and hydraulic cutting machine. These new technologies are in their respective fields to define the competition perspective. The core of this dilemma is, a successful company, how to ensure that its products are not new technology out of the market.
The author points out that even the best - run company, although they pay great attention to customer needs and continuously invest in the development of new technology, but are likely to be affected by any new industry which leads to failure.
About the author
Clayton Christensen: Professor at Harvard Business School, because of its research on enterprise innovation and original view, known as "the master of innovation". In 1997, when "published the innovator's dilemma" English version, Clayton Christensen is an assistant professor at Harvard Business school. And this one, established his authority in the field of innovation and technology management.
Blogger Review
"The innovator's dilemma" if I read the best books in 2011, the book is the main reason why the leading enterprises in the face of breakthrough technology tend to lose their leading position.
The answer is the leading enterprise too much return customers and market. The book to the development of the disk drive industry as an example, found the disk drive 11 inch, 8 inch, 5.4 inch, 3 inch, 2.5 inch, 1.8 Inch of leading enterprises are the leading position for a period of time, the size of the disk you are dominant, but the development of the next dimension time-varying he is the overlord, and then the next size after another. Why does this phenomenon appear? For example, A enterprise is the production of 11 inch large computer disk drives the overlord, 8 inch technology started out, A enterprise has leading technology, also has R & D and manufacturing capacity of 8 inches, but it found 8 inch storage to enhance the speed of fundamental than 11 inches, and computed its customers attention is focused on the performance of storage capacity, if the A enterprise insists on extension 8 inch disk, the customers will turn to other can improve 11 inch disk performance of the manufacturers, no way, the customer makes the A enterprise still will resources into 11 inch. B is emerging enterprises manufacturers 8 inch disk, which cannot be captured from A enterprise mainframe customers. Therefore, it had to concentrate on looking for more performance size customers, just the computer out, customer value more small size products, so the B enterprise is popular, and A enterprise then on into the 8 "market, found in the brand, technology and other aspects have to catch the B enterprise, A enterprise decline so the. Technology continues to develop, and the emergence of 5.4 inch disk, but the customers feel that the 8 inch is small enough not to pursue a smaller, so B enterprise to its customers. But then the desktop out, desktop client and chose to enter the 5.4 inch C enterprises, like the A enterprise, B enterprise and the decline of the.
Then the notebook computer, select the production of 2.5 inch D enterprises, and then the production of 1.8 Inch E enterprises have emerged, but their customers to use is not in the computer, but the 1.8 Inch disk used in a surveillance camera data storage. Therefore, in general the original leading enterprises eyes only on existing market and customer needs, in the breakthrough technology assessment system is according to the original market evaluation system to evaluate, which know breakthrough technology is often used for new markets, new customer demand not inconsistent with existing customers. Because the evaluation cannot get through, leading enterprises will still be the main resources into the market.
In addition, the leading enterprise organization structure is set up according to the original market, may not be applicable to new markets, which led to the defeat reason. The original leading enterprises want to have a method of leading position in the breakthrough technology era is mainly set up a new company, with the original company in personnel, organization structure, resource isolation, even tolerate two new companies produce competition. Thus, it is not difficult to understand why not Suning Appliance e-commerce overlord, and Jingdong is.
Similarly, Suning the previous estimate and is not considered doing online sales, online shopping but then the market atmosphere not up, people accept degree is low. But in online sales also means stores with the original entity competition, not willing to abandon the original store resources. But Jingdong is no new enterprise burden, to open the store also make but Suning Gome, the first from the edge of market 3C, huh, amount is small, good delivery, no need to install, this kind of goods more easily the first customer understanding, and increasingly large.
Electronic commerce momentum finally also make Suning dare not underestimated, must be added, otherwise will be market edge. Can be expected in Jingdong first engage in 3C products, the logistics, to engage in customer service, installation, future with Suning appliances such as air conditioning, television for such products. Of course, Suning is not weak, in 2010 began to purchase, as "the innovator's dilemma", a book that way, set up a new company, personnel, procurement, organization is independent, in the logistics, in coordination with the old company.
How the two development in the future, I also not a good judge. Very interesting, I love those who can predict the future and apply to practice the theory very much, "the innovator's dilemma" is very much in line with the standard. Not only is good place for this book is more difficult to understand the terminology.
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