Audible The Innovator's Solution: Creating and Sustaining Successful Growth Nach Clayton M Christensen – Bilb-weil.de

An Innovation Classic From Steve Jobs To Jeff Bezos, Clay Christensens Work Continues To Underpin Todays Most Innovative Leaders And OrganizationsA Seminal Work On Disruptionfor Everyone Confronting The Growth ParadoxFor Readers Of The Bestselling The Innovators Dilemmaand Beyondthis Definitive Work Will Help Anyone Trying To Transform Their Business Right NowIn The Innovators 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 Todays Hyper Accelerated Business EnvironmentChristensen 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 Ideasand 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 TeamsBased On In Depth Research And Theories Tested In Hundreds Of Companies Across Many Industries, The Innovators Solution Is A Necessary Addition To Any Innovation Libraryand An Essential Read For Entrepreneurs And Business Builders Worldwide


7 thoughts on “The Innovator's Solution: Creating and Sustaining Successful Growth

  1. 12th-century.se Kunde 12th-century.se Kunde says:

    The book contains a great deal of substantive and well researched theory, supported by data, and yet is reasonably easy to understand The guidelines, if one wants to call them that, I sufficiently detailed to inform strategic decisions in business.


  2. P Schulz P Schulz says:

    This is a good continuation of the first book innovator s dilemma However there are parts which are vague and just suggestive In that regard, wouldn t rank this as highly as it s prequel.


  3. S Lee S Lee says:

    Danke sch n f r die schnelle Lieferung.Das Buch ist wie beschrieben sehr gut erhalten Die Bl tter wirken leicht alt, aber das Buch ist ja im Jahr 2003 gedruckt worden, also normal w rde ich sagen.Keine Besch digungen oder sonstiges sind mir aufgefallen.


  4. Daniel Florian Daniel Florian says:

    Christensen und Raynor beschreiben in diesem lesenswerten Buch, wie Unternehmen mit disruptiven Innovationen umgehen k nnen und selber disruptive Innovationen kreieren k nnen Innovative neue Gesch ftsmodelle werden von gro en Unternehmen oft entweder zu sp t erkannt wenn das eigene Gesch ft bereits in Gefahr ist oder innovative Firmen werden durch etablierte Firmen aufgekauft, integriert und dadurch ihres komparativen Vorteils beraubt etwa einer anderen Kostenstruktur so dass der Zukauf abgeschrieben werden muss Anhand von praktischen Anleitungen beschreiben die Autoren, wie man diese typischen Management Fallen umgehen kann und Innovation systematisch innerhalb eines Unternehmens verankert.


  5. Pillkahn(innovation-review.de) Pillkahn(innovation-review.de) says:

    Warum tun sich gro e Unternehmen so schwer mit disruptiven Innovationen Das ist die zentrale Frage des Buches und die Autoren versuchen anhand von neun Teilfragen eine L sung zu finden Das Buch baut sehr stark zu stark auf The Innovator s Dilemma auf ohne jedoch die gleiche Orginalit t zu erlangen.Anders als der Titel verspricht, liefert das Buch jedoch nicht DIE L sung, eher sind es viele Denkanst sse und berlegungen Eine L sung kann es nur individuell f r jede Situation geben Sehr gut sind die Beispiele von Unternehmen Sony, IBM etc Der Schwachpunkt des Buches sind die Verallgemeinerungen Beobachtete Ph nomene werden schnell als allgemeing ltig dargestellt Das wirkt anektodisch und dadurch sinkt die berzeugeungskraft entscheidend Beispiel Senior managers typically hire market research to quantify the size of opportunities rather than to understand the customer S.89 Das mag sogar in den meisten F llen stimmen, aber dadurch, dass die Autoren das zu h ufig so anwenden, wirkt einiges zurecht gebastelt.


  6. JG JG says:

    Im Kern wird aufgezeigt, dass evolution re Innovationen d.h stetige Produktverbesserungen im Detail fr her oder sp ter in eine Sackgasse f hren, weil oft am unteren Ende des Marktes ganz neue radikale Innovationen entstehen, die anfangs technisch unterlegen erscheinen, aber wegen g nstigerer Preisen, mehr Simplicity, mehr Convenience etc dann irgendwann den Massenmarkt berrollen Die vorgeschlagenen Methoden um aus diesem Innovators Dilemma herauszukommen sind nicht ganz einfach geschrieben, aber sehr plausibel und m.E hilfreich f r Manager mit Verantwortung f r die allgemeine Unternehmens und Innovations Strategie.


  7. Donald Mitchell Donald Mitchell says:

    The first two chapters of this book are so well thought out and beautifully written that reading them literally made my muscles ache and toes curl I ve never had that strong a reaction to any portion of a business book before.The Innovator s Solution builds on Professor Christensen s landmark book, The Innovator s Dilemma, and explains how managers can overcome the bias he described in the earlier book toward being blindsided by new entrants bringing disruptive technology and products to bear.There s so much good material in The Innovator s Solution that it is hard to fairly summarize it.Let me attempt to give you an overview The authors point out, based on the studies of others, that few large companies are able to grow faster than average Worse still for managers, they point out that studies of those few which have grown faster are often contradictory in their findings Best practices may be nothing than an accidental reaction to a temporary situation The authors go on to create a generalized theory of what needs to be done in every situation that a company may face in creating and responding to disruptive technologies and products It s as though Michael Porter had taken his tomes on competitive advantage and provided a single theory for when to apply what As such, this is one of the most advanced books for creating management processes for using disruptive technologies and business models to discomfit the competition in profitable ways.Appreciating Figure 2 3 on page 44 is worth the price of the book alone The authors have created a graphic to explain how markets develop in growth and competitive characteristics No one who ever sees this graphic depiction will ever think about competitive and development strategies in the same way again.Although the authors use examples from many different industries, the most detailed and compelling examples come from technology based companies and industries I found the Sony examples particularly interesting for their repeated creation of new markets and business models.The book beautifully elaborates on the thinking processes that companies use to lose competitive advantage and should help many leaders counter these wrong headed thoughts and instincts.Why, then, does the book have so much theory As the authors candidly point out at the end, there are few models for what they are proposing As a result, they have cobbled together a theory from bits and pieces of concepts that appeal to them and seem to fit with one another Only with experience can we tell how good this theory is But it s worth understanding and considering.The authors seem to have missed the bulk of the examples of companies that have made continuing business model innovations in the last decade That appears to be because they relied on the published literature prior to 2003 to find examples, rather than doing their own research from scratch Since continuing business model innovators are seldom written about by academics and consultants, these are a little hard to find A large number of such innovators appear in service industries, which are relatively little mentioned in The Innovator s Solution Surprisingly, many continuing business model innovators in software, semiconductors, computer components and medical testing are missing from the book I suspect that the proposed theory could have been much improved by considering these cases I look forward to seeing what the authors have to say in the future as they look at cases.Without attempting to know if the theories are right or not, I can mention my own subjective reactions The authors seem to be overly focused on products as compared to business models It is helpful to use both perspectives as starting points for strategic thinking Analyzing customer behavior by considering what job customers are trying to do seems to me to be much too simplistic The most disruptive products, technologies and business models have often created changes in behavior where customers do things for the first time On the other hand, the points made about how to beat the most powerful competitors, selecting the right target customers, scoping the business correctly, avoiding commoditization, managing strategic development, working with the right sources and amounts of funding, and the role of senior executives struck me as often on the mark than not based on my own research and experiences Any of the chapters except chapter 3 would probably make helpful reading for just about anyone.Don t be put off by the authors emphasis on theory They are trying to help make you practical not abstract Think of their theory as being like an operating manual for a new product You may get better results by having clear instructions rather than relying totally on trial and error.I was extremely impressed by the gracious and thorough acknowledgments in the book of the thinking and research of others Even when the authors point out the extreme weaknesses and limitations of a particular piece of work, they praise the positive aspects of that work in kind and thoughtful ways I cannot remember the last time I read an academic book that took such a considerate approach.After you finish this book, I suggest that you think through how you can inexpensively create a better and effective balance between creating the industries of the future and optimizing the businesses of today Your stakeholders will thank you.