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Descriptions du produit

An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. A seminal work on disruption--for everyone confronting the growth paradox. For readers of the bestselling The Innovator's Dilemma--and beyond--this definitive work will help anyone trying to transform their business right now. In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today's hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas--and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed.This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator's Solution is a necessary addition to any innovation library--and an essential read for entrepreneurs and business builders worldwide.

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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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Commentaires client les plus utiles sur (beta) 19 commentaires
17 internautes sur 17 ont trouvé ce commentaire utile 
Excellent book but not updated 21 janvier 2014
Par Michael Lercel - Publié sur
Format: Format Kindle Achat vérifié
Very good insight on how to view the innovation process. However this is marketed as a new edition, but it certainly doesn't feel like it. Examples do not reflect changes in industry since the original was written.

So if you read the original edition, not worth investing in this update. But if you did not read the original then this is definitely worth reading. All of those reviews are still relevant.
8 internautes sur 9 ont trouvé ce commentaire utile 
Heraclitus was right: Everything changes, nothing changes. 4 mars 2014
Par Robert Morris - Publié sur
Format: Relié
Note: I read and then reviewed this "business classic" when it was first published more than a decade ago and recently re-read it. I am even more impressed now than I was then. Yes, some of the examples (e.g. Apple) are dated but its most valuable insights are not.

In a previous work, The Innovator's Dilemma, Christensen examines why so many companies fail to remain competitive "when they confront certain types of market and technological change....the good companies -- the kinds that many managers have admired for years and tried to emulate, the companies known for their abilities to innovate and execute....It is about well-managed companies that have their competitive antennae up, listen astutely to their customers....invest aggressively in new technologies, and yet they still lose market dominance." According to Christensen, the innovator's dilemma occurs when the logical, competent decisions of management which are critical to the success of their companies are also the reasons why they lose their positions of leadership. I wholly agree with him that a given problem must first be fully understood before efforts to solve it are initiated. The challenge is even greater when the given problem poses a dilemma which (in essence) involves a paradox: Whatever has been essential to success can also cause failure. What to do?

In The Innovator's Solution, Christensen and Raynor offer a wealth of strategies and tactics to solve such a dilemma, revealed by their rigorous research on hundreds of different companies. In their book, they summarize "a set of theories that can guide managers who need to grow new businesses with predictable success -- to become disruptors rather than disruptees -- and ultimately kill the well-run, established competitors." More specifically, they suggest appropriate responses to situations such as these:

o A disruptive foothold is needed which competitors "will be happy to ignore or be relieved to walk away from"

o A low-end disruption is feasible and a business model is therefore necessary "that can make attractive profits at the discount prices required to capture customers at the low end of the market"

o Determining the criteria for selecting members of a management team for a new venture

NOTE: Christensen and Raynor correctly suggest that among the most important criteria is sufficient prior experience with solving problems comparable with those the new venture seems certain to encounter.

o When disruption (and competing against non-consumption in particular) "requires a longer runway before a steep ascent is possible."

Christensen and Raynor have no illusions whatsoever about the difficulties of creating and then sustaining successful growth, however "growth" may be defined and measured. Moreover, they observe "To our knowledge, no company has been able to build an engine of disruptive growth and keep it running and running."

For many decision-makers who read The Innovator's Solution, I think it will prove be one of the most valuable business books they ever read. Why? Because it will guide and inform efforts with their associates to design, activate, and then maintain "a well-functioning disruptive growth engine." Even then, they must keep it mind that no such mechanism will keep "running and running" forever. Improvisation and adaptability are imperative. Eventually, a new "engine" will be required but at least those involved will possess the knowledge and experience needed to produce another one. In this context, Heraclitus was right: Everything changes, nothing changes.
6 internautes sur 8 ont trouvé ce commentaire utile 
Excellent, But A Dated 'ReRun' 22 novembre 2013
Par Loyd E. Eskildson - Publié sur
Format: Relié
A key point in "The Innovator's Solution" is that financial markets relentlessly pressure companies to grow, and to keep growing faster and faster. Yet, considerable evidence exists that once a company's core business has matured, the pursuit of new platforms for growth entails daunting risk - roughly only 10% succeed over more than a few years - thus providing an above average increase in shareholder returns, and often the effort causes the entire corporation to crash. (Twenty-eight percent of those that stall lose 78% of their market capitalization; most of the rest also incur significant, though lesser, losses.)

AT&T is used as an example of what can go wrong. After the '84 mandated divestiture of local phone services, its first attempt at growth was based on the widely shared view that computer systems and phone networks were going to converge. AT&T first tried building its own computer division, achieving at best, losses of at least $200 million/year. It then acquired NCR, but sold it in '96 for a loss of over $6 billion alone, and $10 billion for the total computer venture. AT&T then tried wireless (lost another $5 billion), and broadband (lost another $40 billion).

Incremental innovations are likely to be used by established, leading firms to reinforce their dominance. In computers, G.E., Honeywell, RCA, and AT&T could not muscle in on IBM - that required the disruptive innovation of PCs brought by others. Likewise, IBM and Kodak couldn't beat Xerox at copying - Canon did that via its disruptive table-top.

In disruptive circumstances, the entrants are likely to defeat the incumbents because industry leaders are always motivated to go up-market and almost never motivated to defend small new/low-end markets that new entrants find attractive.

"The Innovator's Solution" uses minimills to illustrate the point. Minimills worked their way up from rebar in several cycles (angle iron, structural steel, sheet steel) that each ended with price/profit collapse after the last integrated producer left the market. The integrated mills were motivated to flee, and the minimills were forced to go up-market to escape their own fierce competition. Toyota et al vs. G.M., Ford, and Chrysler provides another example.

Finally, Christensen and Raynor offer organizational suggestions for nurturing successful disruptive technology development within large firms.
4 internautes sur 5 ont trouvé ce commentaire utile 
Excellent input for growth management and margin optimalization 6 avril 2014
Par Jørgen Tvedt - Publié sur
Format: Format Kindle Achat vérifié
The book repeats most everything from the "Dilemma" book and, unless readers want some interesting historical examples, there is no need to read the first.

The most suitable prerequisites and circumstances for hatching successful disruptive businesses are explained in detail. These are suggested as the main route to predictable growth for existing and new companies.

The book is quite repetitive and I suspect it to somewhat oversimplify complex issues, also using a scientific language while offering theories that aren't really proven. However the ideas presented and the clearly structured content convincingly offer the reader insights into margin fluctuations in the value network and the logic of growth.

You quickly get used to the author calling him selves "we", like if the book was actually a scientific publication.

Highly recommended, also if you have already read the "Dilemma" book.
Great insights for a new learner 27 février 2015
Par PJS - Publié sur
Format: Format Kindle Achat vérifié
As a non-MBA grad student of social innovation theory, I needed a good solutions book on business innovation to help me understand the differences and similarities between business and social innovation. This book has given me a remarkable understanding of the business circumstances that matter for successful and predictable innovations. I've also come away with an understanding of the contexts in which they matter for different types of innovations - sustaining, low market and new market - that bring opportunity and challenge to companies. This book is very readable and offers interesting case studies but doesn't back away from confronting, debunking or advising on common and/or potentially deadly pitfalls businesses face as they engage in innovation.
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